A director of leadership development program for a large multinational organization must decide how to manage a very difficult conversation she must have with her assistant. The assistant who is older and more experienced (although less educated), interviewed for the position of Director and did not get. The assistant was never so happy reporting to their much younger boss, and has always felt left out of important decisions. The assistant had CONFR … Read more »

A director of leadership development program for a large multinational organization must decide how to manage a very difficult conversation she must have with her assistant. The assistant who is older and more experienced (although less educated), interviewed for the position of Director and did not get. The assistant was never so happy reporting to their much younger boss, and has always felt left out of important decisions. The assistant had confronted the director about their feelings and threatened to resign. How should the director handle this difficult conversation?
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from
Michael Sider
Ken Mark
Source: Ivey Publishing
6 pages.
Release Date: 3 January 2008. Prod #: 908C02-PDF-ENG
Carnegie Industrial: The Leadership Development Centre HBR case solution