“I had such high hopes for her,” Mark explained. “We watched her, promoted her to our executive management team, encouraged her. And, she is failing. I don’t know what to do. I don’t want to dampen her spirits if there is anything we can do to save her.”
“Have you talked to her directly, about her underperformance?” I asked.
“Well, we have been kind of waiting until the end of the first quarter, keeping our fingers crossed.”
“Have you tried to bring her underperformance out into the open?”
Mark shook his head. “No, in fact, I asked everyone NOT talk about it in our weekly management meeting. I don’t want to discourage her. Do you know how difficult it is to find someone of her caliber?”
“Just to be clear,” I replied. “Now, that you have moved from a state of denial, you are still willing to hide the problem, not discuss it or actively look the other way?”
Mark tried to speak, but he knew how any response would sound.