STRATEGY

Be cautious when delivering the news of a potential client problem. You need to tell your supervisor you have a feeling, call it intuition, that Acme, Inc. may be preparing to pull its business. The fear is your supervisor will react poorly and blame the messenger. Deliver the news and assume control of the meeting right away. If your supervisor has a chance to vent anger, lay blame, or panic, the possibility of accomplishing something productive will be lost. Concentrate on moving the conversation forward and searching for a solution to the client problems. If you can demonstrate calm under fire, your supervisor will think of you as a valuable employee. This is your chance to help the company avoid losing a client and make an effective impression. Devise a plan of action to share with your supervisor during this potential crisis. Before they have time to point fingers, you can steer them toward a discussion about how to deal with the problem. Get them involved in the discussion, seek their opinions, and force them to comment on your thoughts and ideas for handling the client. Don't discuss who's at fault, but subtly prove you're not to blame for this situation. You're trying to help the company avoid a problem, not throwing yourself at the mercy of your supervisor. By meeting with your supervisor you're taking a proactive stance and thus protecting yourself from future recrimination. If Acme pulls their business without any warning you will be held accountable. If you warn your supervisor of the potentially volatile situation, you will be recognized as a team player who is watching out for the well‐being of the company.

TACTICS

• Attitude: Be quick and decisive. Seize control of the dialogue and make the group search for a solution. Force a discussion of potential defenses and counter maneuvers to the client problem.
• Preparation: Organize your thoughts and prepare notes about the problem. Try to rehearse a quick and effective speech to begin the meeting. Formulate ideas for dealing with the situation and be ready to share your thoughts during the meeting.
• Timing: Meet with your supervisor soon after you sense there's a problem. Don't race into a meeting half‐cocked. Meet with them as soon as you have control of your emotions and feel able to explain the situation in a clear and coherent fashion.
• Behavior: Be confident. You are racing to the rescue of the company. Move the conversation swiftly and remind your supervisor the most important thing to do is address the situation.

ADAPTATIONS

This script can be modified to:

• Protect yourself from a destructive peer.

KEY POINTS

• Guide the conversation toward a solution. Don't let it degenerate into a finger‐pointing melee.
• Don't accept blame for the situation. You have a feeling, but it's not your fault.
• Suggest meeting with the client and trying to get them to air any grievances. Even if they don't have a problem, the meeting will be a boost to your working relationship.
• If your supervisor doesn't heed your warning, offer to prepare a memo outlining possible reactions to a client pullout. This will further protect you from recriminations.