Power, Office Politics, and a Career in Crisis

rP os t 2095 MAY 1, 2008 W. EARL SASSER HEATHER BECKHAM op yo doubting doubting doubting doubting Thomas viridity Power, business Politics, and a C beer in Crisis A nonher long day at the office had drawn to a close. Thomas putting green matte up the pulsing in his temples that usually preceded a migraine. As he stepped offside high-power Displays collective headquarters in Boston, the brisk air do him catch his breath. It was now February 5, 2008. commonality could not remember that in five victimize months his dream promotion had turned into a disaster.When potassium had been promoted to his b are-assed plaza in September, he was a rising star. Now, he would be lucky to celebrate his one-year anniversary with the company. His boss, hotdog Davis, had sent the function vice president, Shannon McDonald, two scathing electronic mails criticizing greenss exploit. reverse lightning and Davis had yet to see eye to eye on practise styles or grocery store trends. Tensi on had withal risen when color did not enthusiastically endorse the gross revenue forecasts do by Davis. Green tangle the forecasts were either overly optimistic or outright fabrications. tCBefore he left for the day, Green had reread the series of emails regarding his implementation and was certain that Davis was setting him up to be dismissed. Daviss more or less recent email had made it clear to Green that his position as a sr. commercialize medical specialist was in jeopardy. He did not leave much magazine to rectify the situation. McDonald had emailed a formal request to him that afternoon, asking for his positioning on his performance and how he was going to break the situation. With this in mind, Green lucreed his commute home and began to go what went wrong and what he could do to save his hypothesize. NoCompany and Industry Background Do projectile Displays was founded in 1990 as a provider of self-service options to banks via Automated Teller Machines ( am biances). In 1994, active Displays launched a new partition aimed at the travel and hospitality industry, and deployed their first self-service splintering-in kiosk for Discover Airlines. In 2007, Dynamic Displays live and Hospitality portion had 60% trade share with over 1,500 self-service kiosks in usance at more than 75 airports. Customers included regional, national, and international air hose carriers, as well as assorted hotels and car-rental agencies.Eighty percent of the fail and Hospitality Divisions 2007 r sluiceue came from airline carrier leaf nodes, 15% from hotels, HBS prof W. Earl Sasser and Heather Beckham prepared this case solely as a basis for class discussion and not as an endorsement, a source of primary data, or an illustration of sprightliness-threatening or ineffective management. This case, though based on real events, is fictionalized, and any resemblance to actual persons or entities is coincidental. on that point are passing(a) references t o actual companies in the narration.Copyright 2008 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, compose Harvard Business Publishing, Boston, MA 02163, or go to http//www. hbsp. harvard. edu. This publication may not be digitized, photocopied, or other reproduced, posted, or transmitted, without the permission of Harvard Business School. This document is permit for use only by Usman Chaudhry at Fatima Jinnah Women University until swear out 2013. Copying or handbill is an infringement of copyright. emailprotected harvard. edu or 617. 783. 7860. rP os t 095 Thomas Green Power, contribution Politics, and a Career in Crisis and 5% from car-rental agencies.The company was a full service provider, offering hardware, software, engineering, and nutrition support. op yo Kiosks were an attractive option for airlines to quickly and easily check in riders trance reducing processing costs. Dynamic Displays kiosks not only reduced costs but also im prove customer service, shortened passenger wait times, and provided valuable study to these travelers. In 2006, Forrester Research estimated the average cost for an airline passenger to check in through an agent was $3. 2, versus a range of $0. 14 to $0. 32 for kiosk check-in. 1 This dazzling savings was realized by allowing the repetitive tasks of selecting or changing seat assignments and printing and distributing embarkation passes to be handled by the passengers themselves. Airlines reduced headcount or assigned the agents to more value-added tasks, such as solving multiform customer service issues and ensuring compliance with safety and security standards. The cost savings were particularly important for the airline industry during a period when margins were razor thin and fuel costs were continuing to climb.Airlines were also sharply promoting another self-service option for travelers. Web check-in allowed passengers to complete the entire check-in process via the profit from a remote location, utilizing their personal or office computer. Cost savings using online check-in was of even greater benefit because the airline did not mystify to purchase and install a kiosk, and passengers printed their own boarding passes using their own paper. According to a 2006 Forrester report, airport kiosks were a mature application with 75% of U. S. waste passengers using kiosk in 2006.Web check-in on the other hand, was lock experiencing dramatic growth, increasing from slight than 45% of U. S. leisure passengers in 2005 to 64% in 2006. 2 Thomas Green Path to precedential Market Specialist tC Thomas Green was born in 1979 in B pushswick, Georgia, the son of a postman and a school secretary. At the University of Georgia, he worked in a warehouse and washed cars while earning a bachelors degree in economic science. His first full-time job was in sales for National Business Solutions in Atlanta. Green enjoyed impressiv e success in the Banking Division, focusing on ATM sales to regional banks in the Southeast.In contact 2007, Dynamic Displays recruited Green for an work out administrator position in the Southeast territory for the Travel and Hospitality Division. To Green, Dynamic Displays seemed to present a great chance for a fast climb up the managerial ladder. No Green hit the ground running at Dynamic Displays. In his first four months as an account executive, he completed a force for one of the largest airline carriers, Journey Airlines, to accelerate rollout of kiosks in 20 airports and purchase upgraded software for kiosks in the legal age of their locations.Green had told a close friend, I wanted to come in and dazzle them at Dynamic Displays. This was no easy feat. But I wanted more than an account executive position. I had heard in that location was a lot of opportunity for fresh talent at corporate headquarters and I made it my mission to get noticed immediately. Do ripened exe cutives at Dynamic Displays quickly took notice of Greens performance and were eager to strengthen his relationship with the company. In July 2007, Green attended a week-long dressing session at corporate headquarters.Shannon McDonald, the division vice president, and Mary Jacobs, the national sales director, made a concerted effort to get to get by him better. Green and McDonald 1 Harteveldt and Epps, Self-Service Check-In Clicks with Travelers, Forrester Report, February 23, 2007 2 ibid. 2 BRIEFCASES HARVARD BUSINESS take aim This document is classic for use only by Usman Chaudhry at Fatima Jinnah Women University until expose 2013.Copying or visor is an infringement of copyright. emailprotected harvard. edu or 617. 783. 7860. rP os t Thomas Green Power, topographic point Politics, and a Career in Crisis 2095 ere both University of Georgia alumni and Georgia natives. They had an instant connection, and McDonald seemed to distribute Green under her wing. McDonald had ro und(prenominal) informal cumulateings with Green, and by the end of the week Green became aware of an open position for a sr. grocery store specialist. Green aggressively campaigned to be considered for this position. Over the pastime(a) month, Green made several trips to corporate headquarters to meet with McDonald. Green discussed his motley lymph node relationships, and McDonald agreed that in a short time he had experienceed unique insights into their markets.Following a dinner encounter at which Green offered lengthy ex projectations of the client opportunities he perceived and his strategies for winning them, McDonald promoted him to the position of senior market specialist. op yo McDonald told Green, Tom, you are obviously a agleam and ambitious account executive. You have a great rapport with your clients. You have made a conceptive case for your promotion and Im willing to take a chance on you. I think this group needs a fresh perspective. However, I do have a friction match of reservations just about your lack of managerial experience.You have only held sales roles, and the senior market specialist position is very different. This new job will require you to think strategically as well as tactically, and you will have to coordinate between several different functions and layers of corporate management. I am hoping you animate for your lack of experience by seeking out guidance from some of our more seasoned managers. Green was assigned to work out of corporate headquarters in Boston. The divisions organizational structure is shown in Exhibit 1.The promotion had been a giant step upward for Green an account executive interested in joining the selling team usually moved first to a market specialist position and then put in a number of years in the stadium before reaching senior status. The other senior market specialists in the division were in their forties. Green was 28. His salary was now $125,000, a 50% increase over his previou s salary. tC Senior market specialists were responsible for identifying industry trends, evaluating new business opportunities, and establishing sales goals.In addition, specialists developed general market and specific client trategies to help the account executives obtain a sale. Green directly supervised the two market specialists in his region. Green reported to bluff Davis, the marketing director. Davis had recently been promoted from the position that Green assumed (see Exhibit 2 for relevant bios). No after(prenominal) Greens Promotion Greens promotion became effective on September 10, 2007. McDonald stopped by Greens office that first day and told Green, Tom, you are walking into a tricky situation with Frank Davis. Frank had countered to choose the new senior market specialist and it would not have been you.Youll have to deal with any fallout that might payoff from that. You are getting an unusual opportunity with this promotion. Dont let me down. Do Green utilise mos t of his first week to review 2006 and 2007 year-to-date sales. He spent the next week with his boss, Frank Davis, reservation a rapid tour of major airline industry clients. At the end of the week, Davis told Green, We had some skilful meetings this week and the clients responded well to your ideas. However, I think we would have been more effective if we had been able to provide the clients with some market data.When you are on your own I deliver you to spend a significant list of time preparing for client meetings and developing supporting detail for your proposals. I know you will need a little time to get up to speed on your new position, but I expect you to start developing some new market strategies for your region soon. HARVARD BUSINESS SCHOOL BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013.Copying or posting is an infringement of copyright. emailprotected harvard. edu or 617. 783. 7860. 3 rP os t 095 Thomas Green Power, Office Politics, and a Career in Crisis Green next visited clients, market specialists, and account executives in untried York, Atlanta, and Orlando. In addition to the travel, Greens personal life was very busy. He was searching for a house in Boston, arranging to move belongings there, and still nerve-racking to maintain a relationship with his girlfriend in Atlanta. op yo On October 8, Green attended the 2008 cipher Plan meeting in which Davis presented sales projections for the upcoming year. This was the first time Green had been exposed to the cookery and forecasting process.Since Davis had held Greens position when the estimates were due, the numbers for the east region had been developed without input from Green. At the meeting, Davis assigned 2008 performance commitments for all senior marketing specialists and their teams. Performance reviews would be based upon their ability to meet or exceed the objectives. Green was surprised by the numbe rs that Davis was proposing. Davis estimated 10% growth in the eastern region. According to Green, Frank Davis was way off base with his pro forma numbers. I had been lecture with our account execs and there was no way we could achieve double-digit growth in 2008.The sales goals Frank set for my region were only unrealistic. In the meeting I expressed my concern that my goals would be impossible to meet. I couldnt conceptualise I was the only one with the guts to speak up. After the meeting, Frank stopped me in the anteroom and told me about all these big opportunities for the market. I listened politely, but the time Id spent out on the road with clients gave me every reason to doubt Franks expectations. tC Davis was visibly give that Green openly challenged him at the meeting. Davis commented to McDonald, Thomass negative attitude is not what we need on this team.Corporate expects this division to be a growth engine for the company. Weve realized a 10% CAGR over the prehis torical 5 years. The market indicators are positive, and with the right sales strategy my projections are attainable. The hotel and car-rental markets are virtually untapped right now. Thomass problem is that hes too conservative in his outlook. He is thinking like an account exec who is only come to with the sales target. In the senior market specialist position, he has to think outside the box and develop strategies to take over that aggressive growth target. Meeting with Frank Davis NoIt was customary for employees at Dynamic Displays to have an informal evaluation in the first or guerrilla month after a promotion. When Green saw a meeting with Davis regarding his performance pop up on his Outlook calendar, he was not the least bit worried. On October 15, 2007, Green met with Davis to discuss his performance to date. Quite to Greens surprise, Davis had prepared a list of problems he had encountered with Greens work in the first month after his promotion. Do Davis sternly look ed Green in the eye and began. Thomas, you have not done a obedient job of keeping me communicate of your schedule.For example, this past Thursday, I was hard to locate you and your Outlook calendar said you were in Orlando. I needed you to send me some information on one of our accounts. You didnt declaration your cell phone. I ended up calling the account exec in Orlando and was told you had left the previous day. To make matters worse, I had asked you to deliver on that same day a brief report on that new kiosk opportunity in Tampaand I didnt absorb it. Flabbergasted, Green responded, I decided to go to Atlanta a day early because I had run out of good opportunities in Orlando.I was able to get a meeting with the VP of purchasing at a client in Atlanta and thought that would be more productive than sitting around Orlando talking to nobodies. 4 BRIEFCASES HARVARD BUSINESS SCHOOL This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University un til March 2013. Copying or posting is an infringement of copyright. emailprotected harvard. edu or 617. 783. 7860. rP os t Thomas Green Power, Office Politics, and a Career in Crisis 2095 Davis continued, On September 20, I asked you to check why VIP Hotel mathematical group had not purchased any of our kiosks.After three reminders, I still have not received a good answer from you. In the same vein, two weeks ago, I requested the status of the regional jet division of Journey Airlines. I have not received any update from you yet. I also asked for organizational charts on two clients in Charlotte and Raleigh. Do you remember your reply? You said, Whats the value of charts like that? I have that information in my head. Thomas, we can make good use of those chartsthey can help us lay out a strategy for getting to the decision makers in a company. I expect the charts on my desk by end of the week.Davis and Green spent the next two hours going over unlike incidents and discussing a p lan to improve the situation. op yo Later, Green told a manager outside his group, I cant shake this nagging suspicion that Franks criticisms of my performance are a direct terminus of my questioning the validity of his forecasts in the Budget Plan meeting. I was blindsided by his negative assessment of my work. Frank spent two hours picking apart my work style. You would think he would be concerned with larger issues than how often I update my Outlook calendar. A few days after the meeting, Davis wrote an email to McDonald, who had promoted Green, outlining the points cover in the meeting and copied Green on the intercourse (Exhibit 3). Three Months Later Trouble Continues tC After the October 15 meeting, Green met with the national sales director and director of software development. Green was focused on developing a new up-selling and cross-selling software program that would allow airline passengers to upgrade seating have meals, magazines, or books delivered to the flight an d book hotel rooms or cars at their destination.According to Green, The only way for us to capture growth is if we can convince the airlines that our products have revenuegenerating opportunity and other advantages over web check-in. However, these programs may take months to develop and will not impact our sales in 2008. No Green spent most of November, December, and January working independently on his special software project and traveling to meet with his market specialists and various clients. According to one of the market specialists who accompanied Green to several meetings, Thomas is great when it comes to selling the clients on his ideas.He is very charismatic and can think quickly on his feet. I can tell he has put a lot of thought into his strategies and I really like working for him. However, the clients are scratch line to ask me for hard data to back up his claims of cost savings. They are also requiring memos and presentations to bring to their superiors that reas sert the expenditure. Thomas doesnt really work that way. He would rather talk through the issues face to face. Do During this time, Green avoided interactions with Davis whenever he could. Green continued to tell people outside the group he did not agree with his bosss projections for 2008.Green stated, With the continued financial distress in the airline industry and resource for web check-in, I dont foresee a lot of growth in expense next year. Davis is holding firm with his upbeat projections. I deliberately steer clear of him. I know my mood is terrible. The excitements gone from work. I must say, though, Ive had a couple of good chats with managers from another part of Dynamic Displays, and theyre supportive. They told me to stand my ground. On January 28, Davis held another performance review meeting with Green, focusing on the continuing deficiencies in Greens work and attitude.After the meeting, Davis sent an email to McDonald outlining his issues with Green (Exhibit 4). Green was not copied on this email, but someone sent him a copy by interoffice mail. McDonald met with Davis the following day to flesh out HARVARD BUSINESS SCHOOL BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. emailprotected harvard. edu or 617. 783. 7860. 5 rP os t 2095 Thomas Green Power, Office Politics, and a Career in Crisis the issue. Davis told McDonald, I am truly queer with Thomass work.He is an intelligent and capable young man, but I do not believe he is making a strong effort. In response to Daviss complaints, McDonald sent a short email to Green (Exhibit 5) asking for his point of view on the situation. Green told a close friend, Its clear that Frank intends to get rid of me. Hes just putting his argument together. Greens side by side(p) Move op yo As Green entered I-93 on the way to his new home in sexual union Andover, he replayed in h is head the series of events and subsequent emails. Green recognized that he had not paid much attention to office politics when hed taken on his job.He had met one-on-one with McDonald only twice since he moved to the corporate headquarters. He had been preoccupied with the job itself, and with living up to McDonalds expectations. Now it seemed as though he had no allies in the company. McDonalds email today struck a nerve. Because McDonald sponsored his promotion, Green had taken for granted that she would watch out for him. If Davis was indeed trying to fire him, Green wondered who McDonald would side with. Do No tC Several questions persisted in Greens mind. What steps should he take next? Set up a meeting with McDonald?Write McDonald a detailed memo? Do what Davis tells him and keep his mouth shut, even though he was convinced that the forecasts were idealistic? Was it his responsibility to expose Daviss overstated projections? Maybe contact a head hunter and start looking fo r another job? He had to sort through before he responded to McDonalds email. Next week, his first mortgage payment was due and the new furniture hed picked out was plan to be delivered. This was certainly not a good time to be out of work, for 2008 was shaping up to be a very stressful year for Thomas Green. 6 BRIEFCASES HARVARD BUSINESS SCHOOLThis document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. emailprotected harvard. edu or 617. 783. 7860. This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. emailprotected harvard. edu or 617. 783. 7860. Exhibit 1 No (3) Northwest US, West Canada, Alaska, Hawaii (4) Southwest US North American Western surface area gross sales motorbus Kent Walsh Technical Specialists2 (4) North East US, Eastern Canada (3) Southeast US North A mericanEastern Region Sales Manager Mark Washington National Sales film director Mary Jacobs op yo tC Service/ Maintenance Director John Kofalt (3) North Central US (3) South Central US rP os t North American Central Sales Manager Christine Raven Software Development Director Robert Hartley 2 There were six technical specialists (one for each territory) There were three senior market specialists (one for each region) and six market specialists (one for each territory). Thomas Green was the market specialist for Eastern Region 1 Account Executives Market Specialists1 Senior Market Specialists1 Thomas Green Jack Brown Michelle Jones trade DirectorFrank Davis Travel Division Vice President Shannon McDonald Abbreviated Organization Chart, Travel and Hospitality Division of Dynamic Displays, 2007 Do 2095 -7- Exhibit 2 Relevant Bios Thomas Green (Age 28) Senior Market Specialist rP os t 2095 Thomas Green Power, Office Politics, and a Career in Crisis Thomas Green began his career as a n account executive for National Business Solutions in Atlanta, Georgia. He spent six years as an account executive in the Banking Division, selling ATMs to regional banks throughout the Southeast. In March 2007 he united Dynamic Displays as an account executive in their Travel and Hospitality Division.He is currently the divisions senior market specialist for the Eastern region of North America. Green graduated summa cum laude from University of Georgia with a bachelors degree in Economics in 2001. op yo Frank Davis (Age 45) Marketing Director Frank Davis is a 17-year veteran of Dynamic Displays. He joined the company in 1990 as an account executive with the Financial Services Solutions Division. He has also held positions as an account executive, market specialist, and senior market specialist with the Travel and Hospitality Division. Frank Davis is currently the marketing director for the Travel and Hospitality Division.Prior to joining Dynamic Displays, Davis worked as a sales representative for ripe(p) Telecommunications Services selling PBX phone systems to large corporations. He holds a bachelors degree in history from New York University (1986) and an Executive MBA from Suffolk University, Sawyer Business School (2002). Shannon McDonald (Age 42) Division Vice President Do No tC Reporting to the Dynamic Displays Chairman, Chief Executive Officer and President, Sam Costello, Shannon McDonald was promoted to Division Vice President in November of 2006 and is responsible for all aspects of the Travel and Hospitality Business.Previously, McDonald was the director of national sales for the Travel and Hospitality Division (2000-2006). She was responsible for driving Dynamic Displays self-service business with the largest airline carriers in the United States. Ms. McDonald has also held positions as a strategic consultant with Chicago Consulting Groups Travel and Tourism practice and as a marketing analyst with Quest Airlines. She holds a bachelors degree in marketing from the University of Georgia (1987) and an MBA from northwests Kellogg School of Management (1992). 8 BRIEFCASES HARVARD BUSINESS SCHOOLThis document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. emailprotected harvard. edu or 617. 783. 7860. Exhibit 3 rP os t Thomas Green Power, Office Politics, and a Career in Crisis 2095 10/19/07 electronic mail Regarding Greens Performance FROM FRANK DAVIS TO SHANNON MCDONALD CC doubting Thomas GREEN SENT FRIDAY, OCTOBER 19, 2007 34832 pM overcome THOMAS GREEN op yo Since Thomas assumed the position of senior market specialist on September 10, 2007, numerous incidents of poor judgment and questionable behavior have concerned me.Thomas and I talked about most of these incidents as they occurred. However, I concluded that we needed to have an overarching discussion about his performance and to develop a strategy for improving h is work style. At that meeting, held October 15, 2007, we reviewed a range of problems. Among them 1. Thomas fails to inform me of his plans and keep me updated on his schedule. 2. He does not follow up when information is requested of him. 3. Thomass lack of enthusiasm is troubling.He has a right and an obligation to question aspects of our plans if he finds them illogical or unfeasible, but the kind of negativity he displayed in the Budget Plan meeting on October 8 is dangerous to the organization and unacceptable to me. tC Thomas seemed to accept my criticisms in a thoughtful way and assured me he will do what is necessary to succeed in his position. He and I plan to discuss his overall performance again in midNovember. Meanwhile, hell be expected to take the following corrective measures Plan to make focused calls when dealing with market specialists, account executives, and clients.Have a specific communication strategy going into a call, and have all sales collateral and othe r necessary materials available. release making calls purely for the purpose of meeting people. 2. Update Outlook calendar regularly and always go calls from our office promptly. No 1. 3. Provide feedback to my requests in a timely manner. Thomas says he now recognizes that my requests are not merely reminders they are a call for information that I genuinely need. 4. Demonstrate a more positive attitude both inside and outside the company. Do Frank R. DavisTravel and Hospitality Marketing Director Dynamic Displays 212-314-1420 HARVARD BUSINESS SCHOOL BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. emailprotected harvard. edu or 617. 783. 7860. 9 Exhibit 4 1/30/08 telecommunicate Regarding Greens Performance rP os t 2095 Thomas Green Power, Office Politics, and a Career in Crisis FROM FRANK DAVIS TO SHANNON MCDONALD SENT WEDNESDAY, January 30, 2008 42812 pM SUBJECT THOMAS GREEN op yoOn October 19, 2007, I sent you an email communicating my concerns with Thomass attitude and job performance. On January 28, 2008, Thomas and I had another meeting on this subject. I would like to summarize that conversation. Thomas wastes a great deal of time complaining about the problems of selling to our current and prospective clients and cold too little time developing strategic marketing approaches and effective sales tactics. I informed him that his job is to sell the accounts, not to agree with our clients assertions about alleged disadvantages of our products or the current excess content in the industry.I told Thomas his lack of effort and enthusiasm are not consistent with the standards of Dynamic Displays and could jot to an outcome he likely would not find pleasant. Thomas then said he felt I was micromanaging his activities. It was here that I think we uncovered the root of the problem. I inquired as to what new or even slightly imagina tive marketing approaches he documented in the past five months. His answer was, None that are documented. When I see no new targets and no thoughtful, creative marketing, I smack I must micromanage, and I communicated this to Thomas. tCI then pulled up several Power Point presentations, spreadsheet models, and associated emails that Michelle Jones, the Western Region senior market specialist, had used to shape her regions strategy and to support their selling efforts. As we paged through her work, Thomas stated that all those email updates and fancy presentations and models were political and didnt match up well with his personal approach to selling. I told him this was not only good politics, but also proved to his boss that he was working effectively. No Thomas ultimately conceded the mistakes and personal shortcomings that I explained to him..He pledged to develop creative marketing approaches and keep me updated on his progress. I hope these promises materialize in the next 3 0 days. If not, I recommend we part ways with Thomas Green and quickly seek out a competent replacement for this extremely important position. Do Frank R. Davis Travel and Hospitality Marketing Director Dynamic Displays 212-314-1420 10 BRIEFCASES HARVARD BUSINESS SCHOOL This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013.Copying or posting is an infringement of copyright. emailprotected arvard. edu or 617. 783. 7860. Exhibit 5 2/5/08 Email from McDonald to Green rP os t Thomas Green Power, Office Politics, and a Career in Crisis 2095 FROM SHANNON MCDONALD TO THOMAS GREEN CC FRANK DAVIS SENT TUESDAY, FEBRUARY 5, 2008 83853 AM SUBJECT capital punishment op yo Frank Davis has explained to me his point of view on your performance. I think all of us want to improve the current situation, which is regrettable. At this point I would like to get your perspective on your recent performance and to understand your ideas about specifi c areas that need improvement.I look forward to resolving this issue ASAP. I would be glad to discuss this matter with you in detail, but first I would like to receive your contestation in writing. Do No tC Shannon A. McDonald Travel and Hospitality Group Vice-President Dynamic Displays 212-314-1415 HARVARD BUSINESS SCHOOL BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. emailprotected harvard. edu or 617. 783. 7860. 11