adal Case: The Scenario Jasmine Patel, director of Human Resources at Vertical Horizon, sits at her desk thinking about what to do next 1 She is wondering how to handle the disruptive behaviour of a high-performing sales representative, Rhett Stark Vertical Horizon is a software company in the Kitchener-Waterloo high-tech corridor. It started out developing programming tools that help large teams of software developers work together effectively. Now it was moving into other areas such as web content management. Since the company was in the midst of adding to its product line, it was very important that the sales representatives support the transition. If sales of the new product line were too low, the entire company could fold. The sales team consists of 12 outside (field) sales representatives and 6 inside representatives who provide support to the outside representatives. Each inside representative is responsible for generating leads and otherwise supporting the two outside sales representatives assigned to them. In addition, the sales team includes a sales manager who can be consulted on a daily basis for advice and a vice-president (VP) of Sales who is responsible for strategic initiatives. Most of the sales representatives, as well as the sales manager and the VP of Sales, are relatively new to the organization. As a result, they often consult with Rhett for advice about the company's products, its customers, and sales strategies. Rhett is an outside sales representative who has been with the company for over eight years, a long time in the software world. His natural charisma combined with his strong product knowledge and excellent customer service has helped him exceed his sales quota quarter after quarter. Rhett is charming, bold, and highly self-confident. He is a gifted leader who has a natural ability to draw people to him. People feel special around Rhett. One co- worker says, "When he talks to you, he makes you feel like you are the most important DF