1. We have just finished developing our new corporate culture (Vision, Mission, Principles and Values) and some of the people who are "key" for successful implementation are "sitting on the fence" waiting to see others' changes in behavior/attitude before they buy-in. What can we do during this transition period to get them on board?
   
   
2. Our company is in start-up mode. We need to add staff and double our size in 8 months. What Human Resources policies and practices must we have in place? What employee benefits should we offer? What don't we know that we should know in order to become an employer of choice?
   
   
3. We are in a plant start-up mode with just a skeletal management team and production team. We are a group of highly trained professionals with different backgrounds and agendas. What can we do to "gel" the management team so that when we begin production mode and add employees, we model the leadership style and philosophy that will make us an employer-of-choice?
   
   
4. This is a competitive labor market. Recruiting and retaining highly skilled employees have become regular challenges for us. Besides salary increases, what else can we do to attract and retain high-caliber employees?
   
   
   
5. What can we do about a very talented employee who is accessing pornographic websites during work hours? His staff has seen him viewing these sites and are hesitant to work with him. He is a key employee; we really can't afford to lose his creative abilities. What should we do?
   
   
   
6. Help! An employee has come to me stating "he" now wants to be a "she" and to use the Ladies restroom. How should we handle this very sensitive topic?
   
   
   
7. One of our project managers went to corporate headquarters and made an off-handed and joking business remark that was very upsetting to the CEO. No one has told him how seriously this has impacted his reputation with senior management. What should I do to explain this "blindspot" to him?
   
   
   
8. Absenteeism has become a very big problem with our company. How do we establish and communicate that attendance is important to our operation and to our team environment and that there are significant consequences for chronic unexcused absenteeism?
   
   
   
9. We do scientific presentations with our clients. One of our managers has mannerisms that are very distracting, but since he knows the technical material, he is the only one appropriate to deliver this portion of the presentation. How can you help us improve his presentation skills?
   
   
   
10. We have a laid-back organization with several team leaders. The team leaders have the responsibility but no authority to hold other team members accountable. One of my team leaders does not carry out her weekly responsibility for gathering customer information. I have told my supervisor about this situation and she has simply said, "Work it out." I have met with my employee twice and she hasn't changed her behavior. What can I do?
    
    
    
11. We have a senior manager who has "plateaued" on the job and is subtly resisting all of our efforts to develop productive teams. He is two years from retirement and has not done anything to warrant termination. What can we do to re-motivate him?

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