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I'm guessing you didn't mean this in a general sense. An approach like this would fail horrifically in any of the following scenarios: Claims of harassment/disc
by amirmc 13y ago
I'm guessing you didn't mean this in a general sense. An approach like this would fail horrifically in any of the following scenarios: Claims of harassment/discrimination, claims of incompetence, any form of whistleblowing (on the exec) and probably many others.
- shin_lao 13y agoThe problems you are talking are much bigger than executive vs executive issues and probably fall in the "Complaints about an executive’s competency or performance" where Ben suggest that you shouldn't, indeed, solve this with a meeting as it may imply many actions on your side. What I can add to Ben's advices is: assume everybody lies and work on facts only. You don't want someone innocent to be slandered and you certainly don't want someone guilty to get away with it. Fortunately, this is extremely rare, unless there is something very wrong with your company.