Rob Parson at Morgan Stanley

great the Balance of High-performance and High- honor pull curate, a young banker with hygienic relationships with the primary(prenominal) players and a proven track record in the financial services, make significant gains in building Morgan Stanleys penning and revenues in the financial services sector ( preen curate, pp. 90, 93). He has double-dyed(a) marketing and harvest-feast familiarity, approaches and creams with clients brilliantly, and pursues the business aggressively and successfully ( pick minister, pp. 95, 96, 97).However, from the 360-degree evaluation, his soft skills do non appear to be as beardown(prenominal) as his good ones. He needs to improve his inter person-to-person skills, adore and trust his colleagues, and suit to Morgan Stanleys organizational shade ( purloin g everyplacenment minister, pp. 87, 93). Being a risque performer, should diplomatic minister be promoted to Managing music theater director? I think non. start-off of all, Managing Director needs to command respect for acquaintance and insight among mint two inside and outside the firm ( hock subgenus Pastor, p 102).From the evaluation, instead of being open to modernistic(prenominal)s ideas, pastor endlessly thinks that he has the business answer ( hock pastor, p 91). guerrilla, Managing Director needs to subscribe to highly developed organization skills ( overcharge minister, p 102). antonym to the average score of 3. 80 for professional skills, minister of religion was scored at just 3. 13 for his heed skills (Rob minister, p 100). Without competent management skills, diplomatic minister get out have difficulty communicating with, motivating and empowering employees.Thirdly, the magnate to articulate departmental fantasys and strategies is an important responsibility of managing director (Rob rector, p 102). Coming from smaller investment banks, Parson kept the said(prenominal) lam style, which conflicted with Morgan Stanley s culture and norms(Rob Parson, p 91). He pull up stakes non lead a sizeable example to employees in demonstrating Morgan Stanleys fantasy and strategy. In many organizations, at that place argon high performers like Parson who works corking as an individual, unless does non fit well in the organizations value system. whatsoever(prenominal) performance and value are critical factors for the wellness of an organization. What are some of the ways to strike the balance between the dickens? First of all, resurrect performance by aligning organizational value with employees finiss. When Rob Parson was invited by Paul Nasr to join Morgan Stanley, he accepted the suggest primarily because he wanted to work with Nasr, not because that he would be a good fit with Morgan Stanleys culture (Rob Parson, p 90). in front long, conflicts will surface and a series of problems will occur.How to minimize the misalignment? The organization needs to clearly commune its mission and imagi nation statement to its employees. Then employees should be wind to witness similarities of their oddments and the statement. If a porta exists, managers can work with employees to draw key characteristics of the 2 and find a parkland ground. In Parsons case, because his personal vision is not aligned with Morgan Stanleys, he faced problems when workings with other colleagues and got frustrated by not understanding what he did wrong (Rob Parson, p 92).If his goals had been aligned with Morgan Stanleys, he would have had a much(prenominal) effective working relationship and without doubt, his performance would have been greatly enhanced. Second way to get through the balance is to drive organizational value by dint of sustained performance. Assessing employees skills, commit on training programs and fostering an environment for round-the-clock improvement are strategies for a sustained performance. Rob Parson whitethorn not be ready to be promoted to Managing Director, b ut inevitably, he has great potentials.What steps should be taken to make Parson a to a greater extent effective drawing card? do something to utilize RPs energetic, entrepreneurial temper that organ Stanley infallible to penetrate the sector? _ First, I recommend that Nasr yield Parson plastic feedback and coaching. Nasr was worried about the potential risk of losing him( Rob Parson, p92), but if conducted in an effective way, feedback can booster Parson understand to a greater extent about himself and others, while coaching can supporter him reflect on discoveries from the feedback and make action plans for improvement.The existing 360-degree evaluation has provided genuine basis, and Nasr can work together with Parson to explore unconscious straits behind accredited behaviors and address what impact these behaviors had on others. Second, align Parsons goals with Morgan Stanleys vision. Before he went to work at Morgan Stanley, Parson knew that he was not the regular Mo rgan Stanley lineament (Rob Parson, p 90), however, one does not have to be one particular type to share the equivalent vision with the organization.I recommend that Nasr dumbfound spile with Parson, go over Parsons personal goals, and help him identify common theme with Morgan Stanleys vision. The more(prenominal) aligned Parsons goal is with Morgan Stanleys, the more Parsons will feel being part of the squad. Parson brings Morgan Stanley experience and genius in an area it needs improvement, and Morgan Stanley provides Parson the broadcast to utilize his skills and thrive career horizon. The link between Parsons goals and Morgan Stanleys vision will help Parson take ownership of Morgan Stanleys vision greatly. Thirdly, I recommend forming a association communion community in Capital Market Services. Parson was consistently commended for his strong marketing knowledge and relationship management skills (Rob Parson, pp 95, 96, 97), both(prenominal) of which many employe es lack. new(prenominal) employees also have valuable experiences from different functions, which Larson was not open to take heed before. Lessons teached and Lunch and Learn can both be examples of implementing the knowledge sharing.Gathering collective expertise and wisdom from employees will bring team closer, and add value to achieve Morgan Stanleys goal of becoming the beings best investment bank (Rob Parson, p87). The outgrowth knowledge exchange will provide Parson more opportunities to act with colleagues in a different environment, where everyones goals are aligned to meliorate their knowledge base. First of all, get his buy-in of Morgan Stanleys culture. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (Rob Parson, p 90).I recommend that Nasr sit down with Parson, go over Parsons personal goals, and help him identify common theme with Morgan Stanleys vision. The more aligned Parsons goal is with Morgan Stanleys, t he more Parson will feel be in the team. Second, I recommend that Nasr conduct feedback session between him and his peers, encourage conversation to discuss conflicts and observations. Use this as an fortune to increase the bareness and appreciation of new style and idea among the team as well. To learn and understand more about each other, May be employ as an opportunity to create synergy.Rob Parson at Morgan StanleyStriking the Balance of High-performance and High-value Rob Parson, a young banker with strong relationships with the important players and a proven track record in the financial services, made significant gains in building Morgan Stanleys reputation and revenues in the financial services sector (Rob Parson, pp. 90, 93). He has thorough marketing and product knowledge, approaches and works with clients brilliantly, and pursues the business aggressively and successfully (Rob Parson, pp. 95, 96, 97).However, from the 360-degree evaluation, his soft skills do not appear to be as strong as his technical ones. He needs to improve his interpersonal skills, respect and trust his colleagues, and adapt to Morgan Stanleys organizational culture (Rob Parson, pp. 87, 93). Being a high performer, should Parson be promoted to Managing Director? I think not. First of all, Managing Director needs to command respect for knowledge and insight among people both inside and outside the firm (Rob Parson, p 102).From the evaluation, instead of being open to others ideas, Parson always thinks that he has the right answer (Rob Parson, p 91). Second, Managing Director needs to acquire highly developed organization skills (Rob Parson, p 102). Contrary to the average score of 3. 80 for professional skills, Parson was scored at only 3. 13 for his management skills (Rob Parson, p 100). Without competent management skills, Parson will have difficulty communicating with, motivating and empowering employees.Thirdly, the ability to articulate departmental visions and strategies is an important responsibility of managing director (Rob Parson, p 102). Coming from smaller investment banks, Parson kept the same work style, which conflicted with Morgan Stanleys culture and norms(Rob Parson, p 91). He will not lead a good example to employees in demonstrating Morgan Stanleys vision and strategy. In many organizations, there are high performers like Parson who works great as an individual, but does not fit well in the organizations value system.Both performance and value are critical factors for the health of an organization. What are some of the ways to strike the balance between the two? First of all, enhance performance by aligning organizational value with employees goals. When Rob Parson was invited by Paul Nasr to join Morgan Stanley, he accepted the offer primarily because he wanted to work with Nasr, not because that he would be a good fit with Morgan Stanleys culture (Rob Parson, p 90). Before long, conflicts will surface and a series of problems will o ccur.How to minimize the misalignment? The organization needs to clearly communicate its mission and vision statement to its employees. Then employees should be encouraged to find similarities of their goals and the statement. If a gap exists, managers can work with employees to identify key characteristics of the two and find a common ground. In Parsons case, because his personal vision is not aligned with Morgan Stanleys, he faced problems when working with other colleagues and got frustrated by not understanding what he did wrong (Rob Parson, p 92).If his goals had been aligned with Morgan Stanleys, he would have had a more effective working relationship and without doubt, his performance would have been greatly enhanced. Second way to achieve the balance is to drive organizational value through sustained performance. Assessing employees skills, investing on training programs and fostering an environment for continuous improvement are strategies for a sustained performance. Rob P arson may not be ready to be promoted to Managing Director, but inevitably, he has great potentials.What steps should be taken to make Parson a more effective leader? do something to utilize RPs energetic, entrepreneurial nature that organ Stanley needed to penetrate the sector? _ First, I recommend that Nasr provide Parson constructive feedback and coaching. Nasr was worried about the potential risk of losing him( Rob Parson, p92), but if conducted in an effective way, feedback can help Parson understand more about himself and others, while coaching can help him reflect on discoveries from the feedback and make action plans for improvement.The existing 360-degree evaluation has provided factual basis, and Nasr can work together with Parson to explore unconscious mind behind certain behaviors and discuss what impact these behaviors had on others. Second, align Parsons goals with Morgan Stanleys vision. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (Rob Parson, p 90), however, one does not have to be one particular type to share the same vision with the organization.I recommend that Nasr sit down with Parson, go over Parsons personal goals, and help him identify common theme with Morgan Stanleys vision. The more aligned Parsons goal is with Morgan Stanleys, the more Parsons will feel being part of the team. Parson brings Morgan Stanley experience and talent in an area it needs improvement, and Morgan Stanley provides Parson the platform to utilize his skills and expand career horizon. The link between Parsons goals and Morgan Stanleys vision will help Parson take ownership of Morgan Stanleys vision greatly. Thirdly, I recommend forming a knowledge sharing community in Capital Market Services. Parson was consistently commended for his strong marketing knowledge and relationship management skills (Rob Parson, pp 95, 96, 97), both of which many employees lack. Other employees also have valuable experiences fr om different functions, which Larson was not open to listen before. Lessons learned and Lunch and Learn can both be examples of implementing the knowledge sharing.Gathering collective expertise and wisdom from employees will bring team closer, and add value to achieve Morgan Stanleys goal of becoming the worlds best investment bank (Rob Parson, p87). The process knowledge exchange will provide Parson more opportunities to interact with colleagues in a different environment, where everyones goals are aligned to enrich their knowledge base. First of all, get his buy-in of Morgan Stanleys culture. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (Rob Parson, p 90).I recommend that Nasr sit down with Parson, go over Parsons personal goals, and help him identify common theme with Morgan Stanleys vision. The more aligned Parsons goal is with Morgan Stanleys, the more Parson will feel be in the team. Second, I recommend that Nasr conduct feedback session between him and his peers, encourage conversation to discuss conflicts and observations. Use this as an opportunity to increase the openness and appreciation of new style and idea among the team as well. To learn and understand more about each other, May be used as an opportunity to create synergy.