A canker within
The Chairman of the Charity suspected that the Director was acting outside his authority, but he had no proof. Employees were bypassing the Director to express their concerns. It became apparent that the Director was driving a wedge between key members of staff whose impressive team work prior to his appointment had set the cultural tone of the whole organisation.
The Chairman needed a sounding board who would understand the individual and organisational issues but who was entirely independent of the people involved.
The work focussed on the gathering of evidence and analysis of the relevant legal and personnel issues (with appropriate professional advice). We then prepared a detailed timetable and used discussion and role play to prepare for
• briefing the Board of Trustees
• terminating the Director's employment, and
• supporting the staff over a period, so that they could regain confidence in the value of their high standards.
