Alex Sander is a new product manager whose drive and talents are attractive to management, but whose intolerant style has alienated employees. This tension is presented against the backdrop of a 360— performance review process. Sander works in the Toiletries Division of Landon Care Products, which has recently been acquired by a European beauty company. Sander is leading the launch of a European skin care product into the U.S. market, which requires working with a multinational product development team. Sander's interactions with peers and direct reports in the case paint a picture of a tough, inflexible high achiever who uses temper as a management tool. At the end of the day, Sander's supervisor Sam Glass will provide Sander with 360— performance feedback-the first time this process has been used at Landon. Sander remains skeptical about the value of the process and feedback, and of a long-term fit with the organization. On the other hand, Glass has a very high personal interest in keeping Sander at the company, but wonders how the organization can best develop and manage this star performer.
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