Intersect Investments

Intersect Investment Services moving in the right direction

Intersect Investment Services, in the ever-changing world of financial services, has managed to survive without making life-shattering changes. Customer trust is rapidly dissipating. Intersect Investment Services, in order to remain competitive, recognizes the importance of exploring ways to build trust. Frank Jeffers the CEO of Intersect Investment Services has offered a plan to elevate the perception of Intersect Investment Services not being a trust worthy company to do business. (UoPhx, 2006)

Intersect Investment leadership team has the opportunity to increase it's customer base, regain clients' trust as well as Wall Street's creditability within the Financial services industry by improving there relationship with their customers.

Intersect Investment Services CEO Frank Jeffers has made the decision that the appropriate direction for the company is to deviate from its current method of sales tactics and incorporate a new approach, the intimacy model. The success of a company hinges on its ability to recognize when it is time to make changes. Deciding the appropriate change is equally as critical. (Kreitner & Kinicki, 2003). Frank has hired Janet Angelo. Janet is familiar with the intimacy model approach and has it successfully implemented it for previous employers. Janet Angelo has exhibited the leadership capability to enable transformational change. Intersect Investment leaders have not developed a plan to successfully implement the new customer intimacy model. (UoPhx, 2006)

An organization is only as good as its leaders. One does not have to be the main leader to lead. Exceptional leaders are not only capable of leading their followers but are also adept at leading their superiors and their peers (Maxwell, 2006). Maxwell advised middle managers to work diligently in subordinate positions, support the CEO's vision, find the good in incompetent or malevolent leaders, and infiltrate their bosses' emotional lives and "stand up for the leader whenever possible (Maxwell, 2006, pg 26). Embracing this idealism can be beneficial to the leadership team at Intersect Investment. Intersect Investment has not developed a plan to successfully implement the new customer intimacy model. Janet Angelo has the leadership capability to enable transformational change and Annie Sorrento has the knowledge of how the intimacy model should work.

Intersect Investment Services has not developed a formal plan to deliver the appropriate training. Thomas Hardy has the knowledge to develop and delivery the needed training; he is a seasoned employee and is familiar with the company and its employees. Intersect success depends imparity on the development and delivery of sales and service training that will support their new philosophy (UoPhx, 2006). Providing appropriate training renders confidence to employees and the confidence required to perform tasks appropriately.

Joel Contino has extensive knowledge in branding, marketing and service development. Joel is also a supporter of the new direction. "A company band stands for a promise of the value of the product... a promise that the product is better than all the competing products... a promise that must be delivered to be successful" (Hansen, 2006, pp 2). Providing a clear understanding to employees of the necessary changes and the important role, they have in fundamental. If the brand is, believed in, it creates values for the consumer as well as the employee (Hansen, 2006).

Lyn Chen has the talent to motivate and inspire the sells team to reach there stated goals. Lyn acceptance of the new direction is vital. Lyn also has the ability to create chaos. People are motivated by their beliefs and attitudes therefore the best way to motivate is to keep the perception of fairness (Kreitner & Kinicki, 2003). The pay structure currently is out of alignment with the new direction. People have the need to maintain the consistency between their cognitive beliefs and their behavior. Perceived inconsistencies create cognitive dissonance (or psychological discomfort), which, in turn, motivates corrective action (Kreitner & Kinicki, 2003). Intersect Investment has to keep employees motivated and focused on the companies goals. If Lyn does not accept the new vision of management it may be in there best interest to offer her a servants package.

Intersect Investment Services leaders will have to face the fact that not all employees will be in agreement with this change. If Lyn and her team does not buy in to the customer intimacy model their rebellious was could negatively affect the organization. Being a leader in Intersect Investment Services Frank has to walk the talk. Franks lack of communication with Lyn's group contributes to the resistance of her team. Frank living the customer intimacy model with his customers, the employees, can contribute to them participation. Having leaders of an organizations continuously speaking out against the goals can be detrimental to that organization (Maxwell, 2006).

Frank has to sell the leaders the visions or replace insubordinate leaders. Frank exploration as to why Lyn has not been positive about the forth coming should be high on his "to do' list. Lyn actions exhibit she is weary of the unknown.

Frank may want to look at Vitale Caturano & Co. (VCC) who has stated in order to retain and keep experienced professionals a company must give employees what they want. According to Vitale Caturano & Co. (VCC) employees want growth, intellectually stimulating and diverse projects and a sense of being appreciated (Hayes 2005). VCC shows its appreciation tangibly with an extensive education program, gourmet meals from an on-site kitchen, childcare, concierge services, health classes, flowers in the office, flexible work hours, chair massages in busy season and other large and small amenities (Hayes 2005). Within VCC organizations the work/life benefits has proven to be an intelligent adaptation to motivating employees to do their best. They not only motivate employees but they also boost morale, loyalty and productivity while disarming issues a competitor might use to woo away top talent (Hayes 2005). VCC has about 8% unforced staff turnover as compared to the average turnover rate, which is 14.4 percent annually, according to the Bureau of National Affairs (Hayes 2005). Addressing worker major concerns such as daycare needs makes VCC irresistible to job seekers and contribute to the employees' loyalty to the company. VCC seems to have mastered the art of customer satisfaction, simply by giving the customer what they want and in turn getting their needs met.

VCC relates to Intersect Investment Service by setting an example for Frank to keep knowledgeable