Issue Verification - Case Example


The client is a division of an international organisation, manufacturing and selling products to the creative industries.


One of the managers at the client indicated to the general manager the non-performance and unwillingness of a member of staff. The suggestion was to remove that person from the team and either fire that person or reassign that person elsewhere in the structure. Before executing any of these actions, the general manager decided to give that person a last chance. We were asked to operate in the context of a corrective coaching. The kick-off was

organised with the general manager and the person involved.

ATC’s value

Starting our work, we first verified the claims made to us by management about the activities of the person, his work approach and attitude as well as the openness to change. Early on, it became clear the issue might not be a staff issue of one person, but rather a relationship between a manager and a staff member having gone wrong completely. Early on, we had no clue what might have been the cause or who was responsible. Our observations were fed back immediately to the general manager and we indicated that the issue as it was handed down to us, might not be the issue that needed resolving.

We continued our work and established what the real problem was, which we reported back to management. It cut our job short and we handed back most of the budget, advising management how to resolve the situation, which they incorporated in their actions. The person that was originally identified as the problem is currently working happily and productively in the same job to the organisation’s full satisfaction.

200 OK


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