Personnel become difficult problems, what to do?

Author: Harvard Business Review
Publisher:
Publish Date: 2006-01-01
Features: From one perspective, Susan Carter's predicament is like a louse on a bald head—obvious. When conflicts arise with clients or customers, the action plan of "collecting customer information and formulating solutions" is an apparent and sensible course of action. For example, suppose the consultants at Kroll Inc. analyzed P&G, but the data conclusions left Brian Hanson dissatisfied. Brian might raise the request at a meeting with P&G executives that consultants should adjust the data as much as possible to a slightly more positive level. For Kroll Inc., this might not be a big problem. The partner in charge of the business would calmly respond, "Under the current conditions, we will do our best to ensure the positivity and optimism of the data." But imagine if Brian demanded that the consultants manipulate the data in a way that would substantially mislead. This would create a major problem. If the partner in charge were to handle it alone, it would be unwise. Better to hand this over to a colleague. In this scenario, would Susan still be responsible for the client's behavior? If the company leadership were to sing any old tune about traditional core values at this point, I have serious doubts. Kroll Inc.'s leadership would more likely support Susan and refuse to yield to the client's unethical demands. Following this logic, Susan should report Brian Hanson's situation to the partners. It's a business issue, treated the same as any other business issue. As for Brian himself, Susan had at least two ways to respond. One was to suppress herself and continue working as if nothing had happened (as if it's no big deal, etc.), waiting to see if he would back down and retreat quietly. After all, if this were exposed, he would also suffer some losses. The second approach was to talk to him and try to turn the situation around gracefully: "I must say, you really surprised me that night. If you're willing, let's just forget about it, and I would be very happy." However, when viewing Brian Hanson's situation as a simple business issue, we must acknowledge that Susan's predicament struck a deeper, more complicated "string." Clearly, Susan and her close friend Nancy did not see this as an ordinary business issue. Both women had achieved significant success. Susan was a partner at Kroll Inc. and had been elected to the company's leadership. Many people, especially young female colleagues, regarded her as a role model. However, many women in Susan's position found that success required qualifications and conditions. Susan's complex emotions reminded me of a recent survey on senior corporate executives. The male respondents generally said they felt "recognized" as company leaders. On the other hand, female respondents said they felt merely "tolerated" as company leaders. Imagine the feelings of these women if they were "walking on one leg," taking various measures to challenge reality or attract attention. Imagine the discomfort of someone who is merely "tolerated," sitting in a position without authorization, without the power to support them in fulfilling their leadership responsibilities. Susan truly...