Case# 3 - When Key Employees Clash

This case study explores the methods through which Matthew can effectively address the
conflict among his key employees, Ellen and Ronnie.

Although the issue initially appears to be rooted in personal conflicts, it actually originates
from fundamental disparities in working methods and thought processes between two
distinct departments. The complicating factor in this situation is the leadership of these
departments by two managers, Ellen and Ronnie, who possess divergent working styles.
Ellen's primary concern revolves around the untimely submission of timesheets by Ronnie's
team, resulting in delayed payments from the insurer and causing a cash flow shortage.
Ronnie acknowledges this issue as well, but the proposed solutions in their minds
significantly differ.

Ronnie insists that the resolution lies in simply granting more time to his team, whereas
Ellen maintains that a genuine, concerted effort is needed rather than mere time
extensions. It underscores the significance of implementing structured processes within
the company, rather than relying on individual judgment. Without a well-defined
procedural framework to ensure harmonious collaboration between these two essential
departments, any changes in personnel are unlikely to yield positive results. It is imperative
for the company's leadership to address this issue proactively before it permeates down
to the individual team members and escalates into a detrimental conflict between two
pivotal components of the organization's structure.

Each of the three central characters in this scenario has played a role in undermining the
overall health of the work environment.

As Matthew, the first course of action in resolving the conflict between Ellen and Ronnie
would involve facilitating a structured sit-down meeting between the two parties. In this
capacity, I, as Matthew, would assume the role of a mediator, fostering an open
dialogue between Ellen and Ronnie. Encouraging them to articulate their respective
expectations of each other and discussing how those expectations can be met would
be a fundamental aspect of this meeting. In the event that emotions escalate or tensions
run high, I would intervene to restore a harmonious atmosphere, prioritizing the retention
of both valuable employees. Should this initial meeting prove ineffective, we must explore
alternative strategies to resolve the conflict.

One potential alternative involves the creation of a new position, with the option to either
hire a new employee or promote an existing one, who would serve as a liaison between
the administrative department and the clinical operations department. This role would
serve to mitigate direct interactions between Ronnie and Ellen, thereby reducing tensions
and potentially enhancing productivity. The responsibilities of this position would include
aiding the clinical department in maintaining timely timesheet submissions, thereby
alleviating Ellen's need to consistently approach Ronnie or others about this matter.

A final, albeit less preferred, option would be to consider relocating either Ronnie or Ellen
to a different Kid Spectrum location, where they would no longer need to collaborate
directly. This choice, however, should be regarded as a last resort, given their substantial
importance to the company. As the owner, Matthew, my preference would be to retain
both employees, recognizing their significant contributions to the organization.

Matthew's most significant oversight was his failure to clearly articulate the company's
business mission, which serves as a guiding principle that employees like Ellen, who
adhere to rules, would continuously reference. Attempting to manage a Florida-based
business remotely from Chicago inadvertently conveyed the message that profit took
precedence over the finer intricacies of how Florida managers conducted their
operations. Had Matthew been physically present in Florida, he might have been able to
address this issue at its inception, preventing it from spiraling out of control. Furthermore,
his decision to promote Ronnie to a managerial position, based on Ronnie's exceptional
track record, was marred by the absence of a strong emphasis on the necessity of
comprehensive transitional training. Matthew, perhaps erroneously, assumed that
individual excellence would naturally translate into managerial success.
It's likely that Ronnie harbors the belief that if each of his team members excels
individually, it will inherently contribute to the overall team's performance. Throughout his
career, he has consistently met his responsibilities without facing any challenges to his
approach. Consequently, it has been quite surprising for him to encounter Ellen's sudden
scrutiny and demands regarding his working style. As discussed in the article "Becoming
Boss," Ronnie should shift his perspective to consider himself responsible for not only
ensuring the smooth operation of his team but also for enhancing their collective
performance. To achieve this, he must align his team's objectives in a manner that
complements the overarching organizational strategies and direction. Moreover, Ronnie
should strike a balance between his focus on the mission of aiding patients and
recognizing the significance of other operational functions that are instrumental in
propelling the organization forward.

Ellen's approach towards Ronnie was marked by confrontational behavior, which

seemed to prioritize profits over the significance of customer service. Although profits and
cash flows certainly hold importance, they must not overshadow the vital element of
serving their clients (in this case, children). It is crucial for Ellen to appreciate that the core
of the business lies in the hands-on work that clinicians perform day in and day out. Rather
than solely holding Ronnie and his team responsible for paperwork submission issues, Ellen
should have explored innovative and collaborative solutions that consider the well-being
of all involved parties.

Matt currently lacks immediate replacements for either of these two managers, and in
my personal opinion, it may not be necessary to replace them. Instead, Matt needs to
adopt a resolute stance, demonstrating his leadership and integration within the Florida
team, rather than being viewed as an outsider. Retaining both employees and guiding
them to fully harness their potential to contribute to the company's growth is the optimal
approach. Matt should engage in conversations with both managers to help them
recognize that, although they both share a commitment to the company's betterment,
their individual differences are exacerbating the situation and have the potential to harm
the company, contrary to their intentions.
Matt should impress upon Ronnie the critical importance of timely timesheet submissions
for cash flow, which, in turn, facilitates the smooth operation of other business functions.
Furthermore, he should convey to Ellen the paramount significance of maintaining a
customer-centric focus, emphasizing the vital role she plays in supporting clinicians in their
daily work. Both managers should be encouraged to cease complaining and instead
proactively propose solutions. Matt will need to juggle multiple roles simultaneously,
acting as a boss, director, mediator, facilitator, and impartial third party.

Alternatively, Matt could consider utilizing Arthur to oversee the overall business
operations in Florida. It appears that Arthur is eager to contribute, and, at the very least,
he can provide an unbiased report on the current situation. Ellen should recognize the
pivotal role of clinicians' fieldwork in the business and should avoid venting her frustration
except in Matt's presence, as doing otherwise risks damaging employee morale and
eroding peer confidence, both of which are essential for accomplishing her tasks.

Given that Ronnie and his team might not fully comprehend the ramifications of delayed
timesheet submissions, Ellen should present concrete data showcasing the financial
impact when timesheets are not submitted on time. Vague references to cash flow might
not effectively convey the message to the intended audience. Ronnie should leverage
the support of his subordinates to enhance organizational capabilities, monitoring their
workload and reducing his field visits in favor of offering top-down guidance to improve
team efficiency.