What should we do if human resources become a problem?

Author: None
Publisher:
Publish Date: 2006-01-01
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 "collecting client 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 displeased Brian Hansen. Brian might raise the demand with P&G executives during a meeting, asking the consultants to adjust the data to a slightly more positive level. For Kroll Inc., this might not be a big 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 the consultants to alter 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 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 the Brian Hansen matter to the partners. It's a business issue, treated just like 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 happy." However, when viewing the Brian Hansen incident as a simple business issue, we must acknowledge that Susan's situation 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 top corporate executives. 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 to "walk on one leg," taking various measures to challenge reality or attract attention. Imagine the discomfort of someone who is merely "tolerated," sitting in an unempowered position with no authority to support their leadership responsibilities. Susan truly...