What should we do if human resources become a problem?

Author: Harvard Business Review Editorial Team
Publisher:
Publish Date: Not Available
Features: On one level, Susan Carter's predicament is like a louse on a bald head—obvious. When conflicts arise with clients or customers, the action plan of "gathering 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 Hansen dissatisfied. Brian might raise the demand at a meeting with P&G executives that the consultants should adjust the data as much as possible to a slightly more positive level. For Kroll Inc., this might not be a major issue. 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 it 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 of their 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 Hansen's situation to the partners. It's a business issue, treated just like any other business issue. As for Brian himself, Susan has at least two ways to respond. One is to suppress herself and continue working as if nothing had happened (it's no big deal, etc.), waiting to see if he backs down and quietly retreat. After all, if this were exposed, he would also suffer some losses. The other approach is to talk to him and try to gracefully turn the situation around: "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 Hansen's situation as a simple business issue, we must acknowledge that Susan's predicament touches on a deeper, more complicated "string." Clearly, Susan and her close friend Nancy do not see this as an ordinary business issue. Both women have achieved significant success. Susan is a partner at Kroll Inc. and a member of the company's leadership. Many people, especially young female colleagues, see her as a role model. However, many women in Susan's position find that success requires qualifications and conditions. Susan's complex emotions remind me of a recent survey on top corporate executives. The male respondents generally said they felt "recognized" as company leaders. On the other hand, the female respondents said they felt merely "tolerated" as company leaders. Imagine the feelings of these women if they were to "walk on one leg," taking various measures to challenge reality or attract attention. Imagine what it would be like for someone who is merely "tolerated" to sit in an unempowered position without the authority to support their leadership responsibilities. How uncomfortable would that be? Susan truly is