“Well, if you are going to hold me accountable, as Ryan’s manager, for his success or failure in this new promotion, then I am not so sure. My hunch is strong, but it is just a hunch,” Cheryl explained.

“Now, that you are more clear where the accountability lies for this decision to promote Ryan,” I pressed, “what is the risk, if your hunch is wrong?”

“We will either have to fire him or demote him. I don’t like either.”

“In what way can we create evidence that this is the RIGHT decision,” I asked, “without giving him a raise, a promotion or the corner office?”

Cheryl paused, her eyes thinking. “I suppose, I could give him a project.”

“And how complex will that project be?”

“It would have to be similar to the projects in the his new role,” she concluded.

“So, if the project was successful, you would have your evidence. And if the project failed?”

“If the project failed, then I would have a failed project, but I would still have Ryan.”