Real-Life Decision Making
"If you talk to a lot of managers, you'll find out that people problems are worse than anything. Those have been the most agonizing problems," says roller-coaster designer Ron Toomer.
"People problems are the big ones, not the way we build rides. What to do about people not performing up to par is the problem."
You're a roller-coaster designer. You employ several designers who report directly to you.
You're working on a design for an amusement park that is opening June 15. Time is of the essence here, since the deadline can't be postponed. Your roller-coaster must be ready to go before that date or your reputation will plummet.
One of your designers, Todd, is top-notch in his field, but he's not an easy man to work with.
Todd never comes to work on time, and once there, he spends more time on coffee breaks than at his desk working on layouts. When he is at his desk, he's constantly interrupting everyone else's work with idle chatter. He's hot-tempered and unreasonable, but he's the best designer you've got.
Other members of your staff have begun complaining about Todd, because they feel he's allowed to get away with something that they can't. They don't feel it's fair, and they don't think they're being treated right.
You've discussed the problem with Todd time and again, with no positive results.
Morale in your office has taken a nosedive.
In order to complete the work, however, Todd stays half the night, and he always gets the job done on time. He may not get it done during the regular format of the working day, but in the end, he always manages to complete his work in an exemplary manner.
You're under a very tight schedule, and you can't afford to take the time to train someone else if you fire Todd. Because Todd has been working on this project from the very beginning, he knows all the intricate details. But morale is suffering, so the problem must be addressed.
What do you do?