A project manager with a talent for creating dashboards, David is frustrated by his repressive, micromanaging boss, Thaddeus - aka "the Commodore." Thaddeus drones on about the high point of his own (now stalled) career, calls unnecessary last-minute meetings, and tries to one-up his direct reports - while bending over backward to honor an intern's filing job. David has managed to impress Irving, the EVP of Finance Europe, enough to receive a job offer, but it's a lateral move with no increase in pay. What should he do? Three experts comment on this fictional case study in R0909B and R0909Z. He should stay where he is, at least for now, says Gini Graham Scott, an author, consultant, and motivational speaker. Meanwhile, he can form a supportive network of colleagues, make a special effort to find pleasures outside of work, and even attempt - non-confrontationally and subtly - to improve his relationship with the Commodore. Brad Gilbreath, formerly a human resources manager and now an assistant professor at Colorado State University, advises David to escape from Thaddeus in the interest of his own health. Research shows that bosses' behavior can lead to high blood pressure or psychiatric problems in their subordinates. By learning how to set boundaries, says Lauren Sontag, the president of a consulting firm specializing in executive coaching, leadership development, and talent management, David might be able to improve his relationship with Thaddeus. But accepting Irving's offer would provide more room to maneuver and advance. Alternatively, David might propose a dashboard "center of excellence" to serve both Thaddeus and Irving.

A project manager with a talent for creating dashboards, David is frustrated by his repressive, micromanaging boss, Thaddeus - aka "the Commodore." Thaddeus drones on about the high point of his own (now stalled) career, calls unnecessary last-minute meetings, and tries to one-up his direct reports - while bending over backward to honor an intern's filing job. David has managed to impress Irving, the EVP of Finance Europe, enough to receive a job offer, but it's a lateral move with no increase in pay. What should he do? Three experts comment on this fictional case study in R0909B and R0909Z. He should stay where he is, at least for now, says Gini Graham Scott, an author, consultant, and motivational speaker. Meanwhile, he can form a supportive network of colleagues, make a special effort to find pleasures outside of work, and even attempt - non-confrontationally and subtly - to improve his relationship with the Commodore. Brad Gilbreath, formerly a human resources manager and now an assistant professor at Colorado State University, advises David to escape from Thaddeus in the interest of his own health. Research shows that bosses' behavior can lead to high blood pressure or psychiatric problems in their subordinates. By learning how to set boundaries, says Lauren Sontag, the president of a consulting firm specializing in executive coaching, leadership development, and talent management, David might be able to improve his relationship with Thaddeus. But accepting Irving's offer would provide more room to maneuver and advance. Alternatively, David might propose a dashboard "center of excellence" to serve both Thaddeus and Irving.

A project manager with a talent for creating dashboards, David is frustrated by his repressive, micromanaging boss, Thaddeus - aka "the Commodore." Thaddeus drones on about the high point of his own (now stalled) career, calls unnecessary last-minute meetings, and tries to one-up his direct reports - while bending over backward to honor an intern's filing job. David has managed to impress Irving, the EVP of Finance Europe, enough to receive a job offer, but it's a lateral move with no increase in pay. What should he do? Three experts comment on this fictional case study in R0909B and R0909Z. He should stay where he is, at least for now, says Gini Graham Scott, an author, consultant, and motivational speaker. Meanwhile, he can form a supportive network of colleagues, make a special effort to find pleasures outside of work, and even attempt - non-confrontationally and subtly - to improve his relationship with the Commodore. Brad Gilbreath, formerly a human resources manager and now an assistant professor at Colorado State University, advises David to escape from Thaddeus in the interest of his own health. Research shows that bosses' behavior can lead to high blood pressure or psychiatric problems in their subordinates. By learning how to set boundaries, says Lauren Sontag, the president of a consulting firm specializing in executive coaching, leadership development, and talent management, David might be able to improve his relationship with Thaddeus. But accepting Irving's offer would provide more room to maneuver and advance. Alternatively, David might propose a dashboard "center of excellence" to serve both Thaddeus and Irving.

The Clarinda Company is struggling and may go under. Its main customer has just pulled out, taking a quarter of the typesetting firm's revenues with it, and David, Clarinda's president, has had to lay off 20% of his workforce. What's more, he's also had to fire Dan, his longtime partner and mentor, for drunkenness. How much of this should David share with the others in his small customer base? He'd like to get their help in selling the firm - but will they all bail if they know just how leaky the ship has become? In R0805A and R0805Z four experts weigh in on this case study, based on the author's real-life entrepreneurial travails, recounted in his recent book, Typo: The Last American Typesetter or How I Made and Lost 4 Million Dollars. Tell all, says Jim Marsh, drawing from his own experience as CEO of a division of Cable & Wireless. By sharing both financial information and a turnaround plan, Marsh gained the trust and support of major customers, who gave his unit a second chance. Don't panic, says Rick Rickertsen, a principal at a private equity firm, and don't necessarily sell the business. Share only what will become common knowledge, ask no favors, and don't mention Dan. Instead, get back on your horse and try to save the company. Don't lie, says British publishing executive Richard Charkin, but don't tell the whole truth, either. Sell, by all means: Tell customers you're looking to refinance the company (selling is a form of refinancing) and invite them to take a stake. Don't tell customers everything, says professor Kimberly D. Elsbach, who has taught Silverman's book in her first-year MBA classes at the University of California, Davis. Elsbach suggests that David is misguidedly inclined to reveal all because he is confusing competency-based trust with interpersonal trust.

The Clarinda Company is struggling and may go under. Its main customer has just pulled out, taking a quarter of the typesetting firm's revenues with it, and David, Clarinda's president, has had to lay off 20% of his workforce. What's more, he's also had to fire Dan, his longtime partner and mentor, for drunkenness. How much of this should David share with the others in his small customer base? He'd like to get their help in selling the firm - but will they all bail if they know just how leaky the ship has become? In R0805A and R0805Z four experts weigh in on this case study, based on the author's real-life entrepreneurial travails, recounted in his recent book, Typo: The Last American Typesetter or How I Made and Lost 4 Million Dollars. Tell all, says Jim Marsh, drawing from his own experience as CEO of a division of Cable & Wireless. By sharing both financial information and a turnaround plan, Marsh gained the trust and support of major customers, who gave his unit a second chance. Don't panic, says Rick Rickertsen, a principal at a private equity firm, and don't necessarily sell the business. Share only what will become common knowledge, ask no favors, and don't mention Dan. Instead, get back on your horse and try to save the company. Don't lie, says British publishing executive Richard Charkin, but don't tell the whole truth, either. Sell, by all means: Tell customers you're looking to refinance the company (selling is a form of refinancing) and invite them to take a stake. Don't tell customers everything, says professor Kimberly D. Elsbach, who has taught Silverman's book in her first-year MBA classes at the University of California, Davis. Elsbach suggests that David is misguidedly inclined to reveal all because he is confusing competency-based trust with interpersonal trust.

The Clarinda Company is struggling and may go under. Its main customer has just pulled out, taking a quarter of the typesetting firm's revenues with it, and David, Clarinda's president, has had to lay off 20% of his workforce. What's more, he's also had to fire Dan, his longtime partner and mentor, for drunkenness. How much of this should David share with the others in his small customer base? He'd like to get their help in selling the firm - but will they all bail if they know just how leaky the ship has become? In R0805A and R0805Z four experts weigh in on this case study, based on the author's real-life entrepreneurial travails, recounted in his recent book, Typo: The Last American Typesetter or How I Made and Lost 4 Million Dollars. Tell all, says Jim Marsh, drawing from his own experience as CEO of a division of Cable & Wireless. By sharing both financial information and a turnaround plan, Marsh gained the trust and support of major customers, who gave his unit a second chance. Don't panic, says Rick Rickertsen, a principal at a private equity firm, and don't necessarily sell the business. Share only what will become common knowledge, ask no favors, and don't mention Dan. Instead, get back on your horse and try to save the company. Don't lie, says British publishing executive Richard Charkin, but don't tell the whole truth, either. Sell, by all means: Tell customers you're looking to refinance the company (selling is a form of refinancing) and invite them to take a stake. Don't tell customers everything, says professor Kimberly D. Elsbach, who has taught Silverman's book in her first-year MBA classes at the University of California, Davis. Elsbach suggests that David is misguidedly inclined to reveal all because he is confusing competency-based trust with interpersonal trust.