In the face of a problematic employee, the supervisor at Protégé Corporation is faced with a challenge not unlike those faced every day in business. What choices should be made to correct a specific problem? How should a decision be made, and who should be included in the decision-making process. The supervisor, Omarosa, is like any other supervisor at Protégé, she did not have the luxury of attending Decision-Making training when she started her management job a year ago. She is tasked with being a leader, and leaders are tasked with making sound fundamental decisions in the course of their daily duties.
             Protégé Corporation is a large company with hundreds of employees at several locations throughout the world. They have high standards for customer service as well as for the performance of their employees. Employees that don't perform well, and don't provide outstanding customer service cannot work at Protégé. Conversely, Protégé has a People-First philosophy and doesn't simply terminate an employee for poor performance. The leaders at Protégé are expected to possess coaching and mentoring skills that will enable them to take poor performing employees and help them improve their skills and their performance.
             Bill is a Protégé employee that was recruited directly from high school. He has been with the company for about a year and is not one of Protégé's peak performers. In fact, he is one of the worst performers in the division, and certainly at the worst performer in Omarosa's group.
             It is not that Bill doesn't understand how to provide good customer service; in fact, he is very good with the customers, often speaking with them at ease, and on a personal level. The problem is that Protégé is a collection agency. The group that Bill works with is responsible for securing payments from customers that are behind on their payments, and there are plenty of those. So many in fact that his group works ...