Disruptive, But Valuable
Sometimes a manager has to make the hard choices around an employee who is disruptive, but is very valuable. This case study is purely fictional. It is intended to promote the discussion of management issues among management professionals. Any resemblance to any person, living or dead, is probably due to the fact that we have all faced this type of person somewhere in our career.
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Background The Phoenix office has been profitable ever since you acquired it in a merger. It's production has been increasing quarter over quarter. Profits have been increasing, but lately the rate of increase has dropped.
The facility is headed by a Facility Manager. Her direct reports are the Production Manager, the Sales & Marketing Manager, the Administrative Manager.
Susan Taylor, Facility Manager Rebecca Martin, Production Manager Darren Inisi, Sales & Marketing Manger Debbie Winters, Administrative Manger The Problem You have spoken to Darren on several occasions, both by phone and in person, and have asked him to work better with his associates. You don't want to upset him, because he is really good at bringing in sales contracts and he knows everybody in your customer base. He personally sells more than the entire sales force at any other facility. The Problem - Part 2 What Would You Do? Post Your Solution
You are the Southwest Regional Manager and are responsible for six facilities distributed across four states. Your office is in Dallas. You have a problem with the Facility in Phoenix.
You put Susan in place to head this operation shortly after the merger. She's been with the company about ten years, and has been running the Facility for 14 months. She a capable, direct, and dependable. She has been a loyal employee. She has managed several other facilities, but never one this large.
Rebecca held this position before the merger. She has been in this position for six years and has increased production each year. Her credentials are impeccable and she holds professional certification in her specialty.
Darren was one of the founders of the company you acquired. He has been responsible for sales here for eight years. He knows the industry well and is well connected. He lands contracts that no one else thought possible.
Debbie is the newest member of the team. She has been here less than 6 months. It took almost six months to find the right person for this position.
Susan Taylor, the Facility Manager has quit, citing her inability to effectively manage Darren without backing from corporate. She claims he is verbally abusive, condescending, and unwilling to follow her direction. Since corporate has not supported her, and has refused to allow her to fire him, she feels she has no recourse but to resign.
Debbie Winters, the Administrative Manger, has just called you. She says she can no longer work with Darren. He is verbally abusive and makes sexually harassing and condescending remarks to her and her staff. She is upset that Susan "has been forced out" and is prepared to file a lawsuit "if something isn't done about him right now".
You don't have a Facility Manager. You have a real problem employee there in Darren, but he is very valuable. You have a relative newcomer who is threatening legal action. And you have five other facilities to run. What do you do?
Think you know what to do? Want to read what your peer think is the best course of action? Been through something similar and want to share it? Then post your comments to the About Management Forum.
