Former Bosses Report to Former Subordinates, Same Pay

“Because CA encourages its people to feel the sky is the limit, even a temporary setback or minor dressing down can cause bitterness, even trauma. On many occasions subordinates have become responsible for their former managers, though this is sweetened somewhat by the ex-manager’s paycheck remaining unchanged. Outside of the sales area, which is commission based, salary cuts don’t happen. This allows a good deal of leeway for human problems: X was going through a divorce; Y was simply unsuited to marketing; Z couldn’t get along with his manager. Lateral shifts can take place, allowing a second chance. People are assets that can learn. But can learn doesn’t necessarily mean will learn. A third chance is unlikely.”

“sents not loss of employment, but loss of job. Pardon? CA recog- nizes that all people are not uniformly good at all things. Reuven: “If somebody has a really good attitude, we find something for him—it’s a big company. But if it’s a severe attitude problem and it’s affecting the people that work with him, it might reach termination.” Despite working hard, they may not work out. Reuven: “But if he has the right attitude, he might just need training. Put him in the right job, and he usually works out.” Their potential may be better realized doing something else. Paul Lancey, senior vice president: “‘I”