Case 3-B: When Proper Procedure Is Not Followed “You are so out of here!” Cindy

Question

Case 3-B: When Proper Procedure Is Not Followed “You are so out of here!” Cindy could hardly believe the words she heard coming from the mouth of Sonja, the new corporate assistant property manager for the Desirable Apartment Company. After all, Sonja had barely been working as long as Cindy, and Cliff, the corporate property manager himself, was sitting right next to Sonja hardly saying a word. Cindy, as the wife of one of the members of the executive committee (Larry), knew coming into the organization that she could not expect to be treated any differently than anyone else, but this was way out of hand. As soon as Cindy left the property, Sonja and Cliff quickly reported the situation to Lamarr, the vice-president of corporate assets, and their immediate supervisor. After hearing the story, Lamarr walked into the office of the vice-president of Human Resource Development, Heather, and said, “You are not going to believe what just happened out at the Builtwell property with Larry’s wife Cindy.” He went on to tell her the entire story as he understood it. Heather was a thoughtful seasoned veteran of human resources and knew the company inside and out. She knew this incident had the potential to shake the company to its core because of the close relationship of all the members of the executive committee. This company was built on a strong foundation of family values, and she could see the potential disruption from firing the wife of an executive. She immediately contacted Cindy to hear her side of the story and give her the opportunity to describe what happened that day. Cliff spent the evening trying to figure out what had gone wrong during the meeting with Cindy. What had started out to be a simple meeting to discuss sales expectations for Cindy in her role as leasing agent had quickly gone from bad to worse as Sonja attempted to assert herself during the meeting. Sonja had recently been hired into her new position and was eager to have an impact on the company … “boy was she ever,” he thought with remorse. He worked late into the evening crafting an explanatory e-mail to Heather, trying to explain why company protocol had not been followed during the dismissal and why he, as Sonja’s supervisor, had not intervened. After reading Cliff’s e-mail late that night, Heather sent a response to Lamarr that was apparently never received. Early the next morning she sent a follow-up e-mail, saying that, “It does not appear that you received my e-mail from this morning, so this is my 2nd attempt, in response to Cliff’s e-mail last night, to offer my viewpoint on the situation.” Heather went on to state, “I also spent last evening trying to digest the current events. I hope that Sonja can eventually succeed in exhibiting leadership that represents the Desirable Apartment culture. I listened to both points of view of what happened. I heard examples of how Cindy was poorly treated by the Builtwell staff, and I listened to management’s description of Cindy’s behavior. I think everyone is viewing the situation through their particular filter, and it is challenging to piece it together. I do not think that the Builtwell on-site manager, Jill, is totally innocent in this situation, either.” “I would like to believe it was not Sonja’s intention to have Cindy terminated. However, Sonja and Jill had a conversation before the meeting, and Jill asked if she should sit in. I believe this set the tone for the later meeting with Cindy. I am also left wondering about Jill’s reply to the Builtwell property maintenance manager when he asked where Cindy was that day. Jill replied, ‘Cindy is no longer with the company.’ Jill had the perception Cindy was terminated … and I have to wonder, why?” Talking with Lamarr in his office later the next day, trying to wrap up the situation, Heather told him she had been doing damage control, “I spoke to Larry, and although still upset, he is focused and moving forward.” As Heather was leaving, she looked Lamarr in the eye and said, “In the end, I am left with what must have been the feeling of the Butler team after the final game of the 2011 NCAA game, ‘What the heck just happened?’”

Discuss the specific steps Cliff should have taken with Sonja prior to their meeting with Cindy to ensure the meeting went smoothly with no surprises.

As supervisor, what should Cliff have done when it became apparent Sonja was overstepping her authority during the meeting with Cindy?

What steps do you believe Heather should take with Sonja? With Cliff? With Cindy?

Explanation / Answer

Q1). As Sonja was new to the company and also was known to be little aggressive, Cliff should have had a pre-meeting discussion with Sonja, setting the way the meeting shall be controlled and progressed, with Cindy, who is the wife of one of the executive committee member.

He should have made it clear to Sonja that he as the senior person shall control the meeting and Sonja can assist him through the meeting.

Knowing the behavioral aspects of Sonja he could also have mentioned to Sonja that he does not want any aggression and the emotions have to be kept under control.

Q2). Once Cliff had sensed the way the meeting was going and that Cindy was really not very well informed, he should have immediately stepped in, ensuring the talks between Cindy and Sonja are broken and diverted to him.

He as the manager could have also intervened making it clear to Sonja to let him handle the meeting hereafter.

Q3). With Sonja: She (Sonja) should be checked and informed clearly that the aggression is not the way the organization deals with the customers. She (Sonja) should always prepare well collecting information from reliable sources only, for her preparations for any such meeting in future and that if seniors are available in the meeting, she has to exercise restraint.

She can also be informed that she will be under monitoring foe some more period.

With Cliff: Cliff should be informed about the issue that has happened and that he is more responsible for it than Sonja.

That he needs to improve in the way he handles his meetings and control that he should exercise in such meetings.

He should have a meeting with Sonja to inform her of the problem that she has created with her aggressive behavior and that she needs to improve in this aspect of her behavior and that she remains under monitoring for some more period for her behavior.

With Cindy: She already had a telephone discussion with Cindy to understand her (Cindy’s) views on what had happened in that meeting. After all the actions are taken in Desirable Property, she once again can talk to Cindy to inform her how seriously the issue has been taken in her company to ensure nothing of the sort happens again, to any customer in future. She can comfort Cindy with the fact that Sonja is new to the organization and had not understood clearly the seriousness of the meeting.

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