tom
... drives their employees to want to contribute to the company as opposed to feeling entitled as they do currently. v Jim Stark Culture starts at the top of an organization. Jim Stark is responsible for the Marketing department and has been unable to push his team away from just administering accounts. Peter Browning should address Jim Stark in the same fashion as Tom Green; layout Peter's goals and identify whether or not Jim will be able to push his Marketing group to align with them or not. Jim has pretty good relationships with the customers and should continue in a roll where he works with them. However, it is clear that he will probably not be successful aligning the Marketing om Green Browning needs to determine how best to motivate one of his problem people, Tom Green. Browning should clearly identify his targets for reducing cost through headcount (i.e., the bloated administration). Tom has been with White Cap for a long period and should be given time (perhaps, 6 months) to determine if his motivations align with Browning's goals for the division. If they do not, then Tom should self-select out. If he does not, Browning should let Tom go and hire someone strong willed and capable. The plan should include a way to identify the truly bloated areas and those employees contributing to the bloat. The company should move to produce an incentive plan tha...