1: Amy Touchstone Wants to Shape Up the Club - Case Study Example

Amy Touchstone Wants to Shape Up the Club East End Athletic club operations and services are very highly valuable and recommended in the real market World Today. Considering that Touchstone is the new Director of operations of the club, there are some responsibilities he should take care of in order to improve the operations of the club. To start with, there are personal characteristics expected from him. As much he is a director, he wishes that any team’s day-by-day operations could run smoothly all the time, but he should focus on the issues that can have a positive impact to the company.

This means concentrating on the positive issues rather than the negative ones. Instead of demonstrating to the team what they are supposed to do, Touchstone will have to inform the team that they are liable for their actions. This is necessary as it helps the staff to recognize their choices. The staff would; therefore, take a great deal of ownership over the direction of the daily operations in the club (DuBrin, 2012). Through coaching, Touchstone will be able to discover areas that should be improved before creating a link and applying the changes mentioned in a real life setting.

Finally, Touchstone should have the right motivation of the job. Touchstone should consider some roles, as the new director of the club. Being a leader, he is responsible for taking actions so as to inspire the staff within the club to feel connected to each other in order to support the policies and decisions made on behalf of the club’s organization and to work harder for the good of the club. The other superior quality required is to be a good negotiator. In order to persuade the staff to listen to his argument, he should consider the arguments from the staff and decide whether they are geared towards achieving the stipulated goals.

This implies that Touchstone should be someone who is willing to stand up and enunciate the club’s successes and achievements (DuBrin, 2012). To be a public face of the club, it is necessary to be a team builder. This competency requires the expertise to build long-lasting teams. Additionally, it requires the ability to master the “art of people” and recognize how to maneuver the staff members at the right place and at the right time. Touchstone should be a good team player of the staff’s collective energy and creativity, to ensure that the staff can accomplish their objectives within the shortest time possible.

Having the idea of working well with other staffs, Touchstone should experience a huge impact in his career. Additionally, he should not only be outstanding at strategic planning, but also have the ability to look ahead and anticipate with some accuracy depending on the objectives of the company with regard to the market expansion. Finally, it is necessary for Touchstone to be an entrepreneur, who involves the process of social influence. Through this, he can enlist the aid and support the staff towards the accomplishment of the club’s goals.

To be a successful leader, Touchstone needs a combination of two ingredients; character and competence. Having the quality of being honest is always essential, as workers always look for an individual they can envy. To be trusted, it is always necessary for an individual to trust in himself first. Additionally, the manager should have trust with the company he/she is working for, the essential goodness of the products and services, as well as in the staff members. it is necessary to believe that the services provided are of the highest quality based on the objectives of the company in this context (DuBrin, 2012).

This is necessary as it bring a change in the perceptions of the customers. A good leader should act as a reference point to the working staff. This entails having the necessary skills that inspire others to be part of the company and apply the responsibilities of improving the operations in the club. At the same, Touchstone should be excellent when it comes to accomplishing key roles of leadership. Reference DuBrin, A. (2012). Leadership: Research findings, practice, and skills. Cengage Learning.