I fully agree with a couple of the experts. I subscribe to Swain’s line of reasoning — there is a clear management bias, made evident by the actions of Elizabeth’s direct managers, the newly appointed Head of HR, as well as the rest of the C-Suite. It is important that Elizabeth carefully reconsiders her future with the company. In the same light, however, along Sivasubramanian’s, line of reasoning, Elizabeth should acknowledge the platform she has built for herself at this company and appreciate the boundaries she has already broken through. Perhaps this could be another boundary that Elizabeth can break through to reach the next level of her career. She can use her platform and new view of her company culture to cement her place and voice within the company while she leverages her reputation and connections gained to wait and make a vertical move when the opportunity arises.
If I was a manager here, I would approach this situation by maintaining a professional and supportive environment while addressing the issue directly. I would start by having a private conversation with Elizabeth, Brad and Claudia to understand the impact of their dynamics on their work and the team. Establishing clear professional boundaries is essential, and I would remind them of company policies and the importance of separating personal matters from professional responsibilities. To support Elizabeth, I would work with HR to explore options that allow her to continue thriving, such as adjusting her exposure to Brad and Claudia.
