An NGO spent several months recruiting doctors to work as clinical mentors in remote sites. This was a time demanding and grueling process, and, you, the project manager, are in no hurry to go through this process again. Within the first month, you have to travel out of country for business, and one of the new mentors attends a national meeting with another office colleagues, but without you present. Over five days of meetings, the mentor repeatedly offends and alienates Ministry of Health staff and other partners by making challenging comments, posing technical arguments, and appearing arrogant. His colleagues do not intervene, and while the entire project team becomes aware of the mentor’s provocative behavior, nobody approaches him directly throughout the week and they only tell you much later. Your deputy, a nurse by training, had authority to step in, but was hesitant to reprimand a doctor. You learn of this event from her at least a week after the meetings concluded.

How do you as a supervisor manage this situation? What factors do you consider?