You have a problem with Ted. The project you are leading has high visibility as this is the first phase of a multi-year engagement with a new customer. The contract was negotiated such that the customer can elect to extend the agreement into the next phase upon completion of the prior phase. You selected Ted to be the spokesperson for the project team at the status meetings at the customer site. These take place every other week. Four of these meetings have taken place, and Ted is not performing up to expectations. He does not read his audience well, spending too long on topics of low interest and not long enough on those items of keen interest to the customer. Ted seems ill-prepared and has expressed that this role seems trivial to him. You have met with Ted three times to coach, prepare, and assist him. Things have not improved. The information must be distributed effectively in these meetings - what should you do?

A. Move Ted out of this role of project spokesperson and find someone better suited for the role.

B. Dismiss Ted from the team and recommend to his functional manager that Ted be fired.

C. Place a formal, written letter in the personnel file of Ted regarding this issue.

D. Find someone outside your organization who can provide professional training to Ted in this area.