Apply Your Skills: Ethical Dilemma

The No-Show Consultant

Jeffrey Moses was facing one of the toughest decisions of his short career as a manager with
International Consulting. Andrew Carpenter, one of his best consultants, was clearly in
trouble, and his problems were affecting his work. International Consulting designs, installs,
and implements complex back-office software systems for companies all over the world.
About half the consultants work out of the main office, while the rest, including Carpenter,
work primarily from home. This Monday morning, Moses had gotten an irate call from a
major New York client saying that Carpenter never showed up at the company’s
headquarters, where the client had been expecting his new computer system to go live for the
first time.

In calling around to other customers on the East Coast trying to locate the missing consultant,
Moses heard other stories. Carpenter had also missed a few other appointments—all on
Monday mornings—but no one had felt the need to report it because he had called to
reschedule. In addition, he practically came to blows with an employee who challenged him
about the capabilities of the new system, and he inexplicably walked out of one customer’s
office in the middle of the day, without a word to anyone. Another client reported that the last
time he saw Carpenter, he appeared to have a serious hangover. Most of the clients liked
Carpenter, but they were concerned that his behaviour was increasingly erratic. One client
suggested that she would prefer to work with someone else. As for the major New York
customer, he preferred that Andrew finish the project rather than a new consultant, but he
also demanded that International eat half the $250,000 consultant’s fee.

After Moses finally located Carpenter by calling his next-door neighbour, Carpenter
confessed that he’d had a “lost weekend” and been too drunk to get on the plane. He then told
Moses that his wife had left and taken their two-year-old son with her. He admitted that he
had been drinking a little more than usual lately, but insisted that he
was getting himself under control and promised no more problems. “I’m really not an
alcoholic or anything,” he said.

“I’ve just been upset about Brenda leaving, and I let it get out of hand this weekend.” Moses
told Carpenter that if he would get to New York and complete the project, all would be
forgiven.

Now, however, he wondered whether he should really just let things slide. Moses talked to
Carpenter’s team leader about the situation and was told that the leader was aware of his
recent problems but thought everything would smooth itself over. “Consultants with his
knowledge, level of skill, and willingness to travel are hard to find. He’s well liked among all
the customers; he’ll get his act together.” However, when Moses discussed the problem with
Carolyn Walter, vice president of operations, she argued that Carpenter should be dismissed.
“You’re under no obligation to keep him just because you said you would,” she pointed out.
“This was a major screw-up, and it’s perfectly legal to fire someone for absenteeism.

Your calls to customers should make it clear to you that this situation was not a one-time
thing. Get rid of him now before things get worse. If you think eating half that $250,000 fee
hurts now, just think what could happen if this behaviour continues.”
What Would You Do?

1. Give Carpenter a month’s notice and terminate him. He’s known as a good consultant,
so he probably won’t have any trouble finding a new job, and you’ll avoid any further
problems associated with his emotional difficulties and his possible alcohol problem.

2. Let it slide. Missing the New York appointment is Carpenter’s first big mistake. He
says he is getting things under control, and you believe that he should be given a
chance to get himself back on track.

3. Let Carpenter know that you care about what he’s going through, but insist that he
take a short paid leave and get counselling to deal with his emotional difficulties and
evaluate the seriousness of his problems with alcohol. If the alcohol abuse continues,
require him to attend a treatment program or find another job.