Leadership: Chief Human Resource Officer Of Rai Electronics

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Leadership
David Kerry works in the human resource department as the Chief human resource officer of Rai Electronics, a company that deals in electrical appliances. Kerry is 45 years old residing in Texas and. He was the youngest chief human resource officer at Rai Electronic at the age of 29 and has been in this office for 16 years now. I knew this leader through a friend of mine who is related to him. I talked to my friend about the interview and he told him about it. He accepted to take part and my friend introduced me to him via phone where he gave me an appointment. He told me the interview has to be done over the phone because of logistical issues. The experience was not in any way hard or stressful and I enjoyed it. It was a very pleasant personal experience. I made sure that I touched on all the necessary topics to avoid a follow-up because he is a busy man and getting time for a follow-up would be very hard. Therefore, there will be no follow-up.
Kerry once found himself in a situation where two different departments were entangled in a conflict. Rai Electronics' sales department and design department were involved in a conflict that was sparked by the fact that the sales team was not involved in the new design being done to improve the existing refrigerator type. When management wanted improvements done on the refrigerator, the design team strategized and begun working on it without consulting the sales team and this angered them. Kerry says to solve this situation; it demanded him to grow as a leader because of the challenges that were involved. Kerry believes it was challenging because there is always more at stake when the sales department is in conflict with other departments. Another challenge was that he had to solve this without taking sides or seeming like he is. The company depends on sales for profits and when sales and design departments are in conflict, the sales are going to be affected. The tensions and conflict at play were that the sales department felt left out and disrespected while the design department did not feel it was their responsibility to involve the sales team in the designing processes.
First, Kerry met the departmental heads of the sales and design teams to understand the manner of the conflict and the severity of it. After understanding the facts involved, he met the members of each department as a group separately to get full information from them. The insights he got from the meetings were enough to strategize on the best way to deal with the problem.
He then decided to meet them all and talk about the importance of teamwork, company objectives, and company values and culture. This was done in a meeting that was attended by both teams at the same time. He ensured that both teams participated actively in highlighting company objectives, values, and culture and told them that abiding by the values and culture was not an option rather it is an obligation. He then talked about the importance of teamwork in an organization and what teamwork helps achieve.
Finally, Kerry told them to formulate a working strategy that will ensure all of them are happy with it and that they should do this by themselves then report...