Teaching Notes

Case: Leading with Understanding

Leader: Jack Jacobs

Topic: Vision, Values, and Culture

Reference: Medal of Honor Leadership Series

Case Challenge

When promoted to Managing Director, Jacobs must decide whether or not to take a large office, a decision which would reinforce his status and position but isolate him from his team.

Summary

Earning a promotion to Managing Director, brings a prestigious and comfortable offer of a new office. In Jacobs role at Bankers Trust, he must help his people manage risk in very high-stakes circumstances.  Jacobs values working closely with his team and feels he should be with them on the trading floor rather than move to an office where he would become disconnected from his team’s performance.

Context

Jacobs worked in a very fast-paced financial environment balancing risk and reward.  His team’s success was critical for his success and could quickly derail based on decisions made with limited information.  As a result of Jack Jacob’s leadership his group was very successful, exceeded targets and made $100 million dollars in the year he worked with them on the trading floor. Jack Jacobs is a Medal of Honor recipient, having received this prestigious award for his acts of valor in Vietnam.  The Congressional Medal of Honor is the United States Armed Forces' highest military decoration and is awarded to recognize American soldiers, sailors, marines, airmen, guardians and coast guardsmen who have distinguished themselves by acts of valor.

Case Design

These leadership cases are designed to be discussed in a group so that divergent viewpoints can be debated. This enables participants to broaden their perspectives and gain insights into the values and instincts that drive decision- making. Each video pauses to allow for discussion at key points in the leader’s presentation. 

Keep in Mind

The cases do not always provide the correct or ideal solution. Rather, they present one person’s experiences and judgment based on the circumstances faced at the time. Some critical facts may also have been unintentionally omitted. 

Facilitation Tips 

To help create a trusting, open atmosphere:

• Establish ground rules for the discussion, such as setting up a safe space.
• Feedback should not be personal but directed at behavior.
• Encourage participants to state and defend his or her opinion.
• Refocus participants by raising broad questions and themes.
• Reassure your group that leadership is an art that can be learned through practice, feedback, and experience.
• In closing, provide a theoretical context for the discussion and takeaway lessons.

Teaching Insight - Leadership Background Content

Developing and managing a high-performing team takes commitment and attention to individuals and their performance on a regular basis.  When the team must perform under pressure, with high levels of risk, the team can easily be impacted by emotion, faulty assumptions, group dynamics, and other subtle factors that could highly impact results.  This case explores factors under a leader’s control that may influence peoples’ emotions and reactions while under pressure, which impact the team’s likelihood for success.  This video case is about a leader who must balance organizational values metrics of success with a style of leadership and team culture that do not align, especially when the stakes are high and people are managing high levels of emotion. 

In this case, Jacobs must prioritize his relationship with his team rather than comply with company norms.  By conforming with organizational norms, there is a risk of losing touch with what makes a leader effective.  In contrast, aspiring leaders may adopt the leadership styles of others in an organization, losing what makes them authentic and impactful. Jacobs realized his strength as a leader was to be with his people and made decisions that aligned with his values as a leader.

Video Segment 1 

Background and Challenge: Jacobs is offered a large new office with his promotion but must decide whether or not to take it, especially when his leadership style very much is centered around being with his people.

Discussion Questions:

Ask these questions to the class at large or to particular students.  Encourage everybody to participate by seeking a variety of different opinions.

1. Are there any other options or compromises Jacobs should consider regarding the offer to take a new office?
2. What would Jacobs risk as a leader by taking the office?
3. How should he manage the conversation with his boss if he decides to take the office? If he decides to turn down the office?

Video Segment 2 

Decision: Jacobs decides to not take the office and stay with his people on the trading floor, in spite of his promotion.

Discussion Questions:

Ask these questions to the class at large or to particular students.  Encourage everybody to participate by seeking a variety of different opinions.

1. What does this decision signal for his team and for his supervisors by not taking the office?
2. What do you think about this leadership style and how do you think it might be effective (or not) in this type of job and industry?
3. How does the amount of risk factor into determining a particular style of leadership?
4. Do you agree with his assertion that this type of leadership style generates loyalty among your people?  
5. What are the benefits and risks of always being with your people and working all the time?

Video Segment 3 

Results: Jacobs led his team to perform with great success.  His team exceeded expectations and earned the company a large amount of profit.  

Results Discussion Questions:

Ask these questions to the class at large or to individual students.  Encourage everybody to participate by seeking a variety of different opinions.

1. Do you agree with Jacobs that the team was partially successful because he spent so much time with them?
2. When Jacobs says that it is important to be yourself, how would you lead in a similar high-risk situation?
3. How are you comfortable operating as a leader on a daily basis?  Describe how others would describe you as a leader.

Lessons Learned:

• Teams will perform well if they know their leader is committed to them and the vision.
• Spending time with the team is critical for high performance.
• A team is more loyal if they know their leader is committed to them and the organization.
• As a leader, it is important to be yourself.
• A leader must be consistent and align actions with values.

Lessons Learned Discussion Questions:

1. Do you agree with the lessons learned here? (Note: An instructor will need to mention the above lessons learned.)
2. What are some possible ways to lead a team that must operate under extreme pressure and high risk?
3. In a world of hybrid or remote work, how can a leader show commitment and build loyalty when it may not be possible to always “be present” or physically with people?

Considerations

The lessons shared by this leader are based on his own experiences. These lessons are not necessarily substantiated by academic research but are shared to spark consideration and insight.