In his meeting with Bob, who already has had a realization of his mistake and unacceptable behavior, Jay must lend a patient hearing and show concern about this work pressures and commitment to organizational goals. At the same time, he must judge Bob’s acceptance for a public apology for his misconduct since the incident had dotted the defined work ethics and culture at the company. He must also explain to Bob risks the company faces as a result of his actions, and he needs to persuade Bob for an apology in-person and in public. In case that doesn’t work, he must use his influence on Bob and as a last resort use his legitimate power status to have him mellow down.
As a next step, he must call for a joint informal meeting with the twosome wherein they listen to each other’s point of view, develop empathy for each other and re-negotiate their relationship. At the same time Jay must share his viewpoint and possible handling of the situation with both. He must share Bob’s consciousness of his unjust behavior at the onset while maintaining a neutral tone and outlook throughout the meeting.
He must also deliver a hard message to Annelette about her myopia of company financial condition and decision to suddenly launch the new initiative and that too using an inappropriate use of communication method to deliver the request to her peers. He needs to exercise his influence on Bob to change his marching orders and have him persuade him to delegate day-to-day decisions and firefights to his team of workers.
He must share with Annette her unskilled handling of the weighty post of the knowledge manager for she could have handled her efforts for the group by taking into confidence and building bridges with key line mangers. More so she could have engineered the discussions with her peers and with Jay to support for her ideas before setting out email memo to line managers. Plus he would advice her some coaching to develop more cool in the face of fire than rebuffing people as destructive and constructive business people.
He must also create a top manager’s meet to for discussing company’s position and focusing balance between its long-term strategic initiatives and current operating realities where in Bob could apologize for his misconduct and Annette for her inappropriate use of medium for seeking members for the Knowledge protocols Group. He must also share with them his plans for tending the grapevine and plans of easing out the tension at the organization level by their working together at projects in near future.
At the same forum, Jay must share his share with his executive team fundamental issues about the company and its future. He must use this forum to share his thoughts and concerns with the top management team and ask them to set up exampling roles for the staff. For a company under operating pressures Jay must work towards striking a balance in its long-term strategic initiatives and current realities.
Similarly, he must sit with Annette to chart out the scope and processing of the knowledge management initiative before hand and share his plans with the team. He must work as a transformational leader focusing development of trust, confidence, admiration, loyalty and commitment among his team and aim towards setting a direction for the company, aligning its people rather than organizing and staffing and motivating people rather than involve himself with controlling and problem-solving.
More so, he must set the ball rolling for creating a culture of leadership within the company. His management team must work towards managing diversity on thought and perspective and use the differences within leadership groups as a source of strength that can be harnessed in a productive way. Finally Jay must institutionalize a leadership-centered culture as an ultimate act of leadership.