It's the message content not the assignments

First message1 COPY OF A LETTER MIDWEST STATE UNIVERSITY May 24 Dear Ms. O'Connell: I am happy to be joining Executive Development Associates after several years at Midwest State University. As you know, leaving Midwest State has been quite traumatic for me, and that is what motivated me to make a request of you. I'm convinced that the reason I didn't receive tenure at Midwest State is because the expectations were never clear about what my responsibilities were and what the criteria were for success. I know your company is very professional and employees are pretty much on their own, but I'm feeling a need to get some specific performance requirements outlined for me. I'm sure that I can be a good addition to your company, but I want to be clear about what your expectations are. I have set a meeting with you on Tuesday through your administrative assistant. Would you please outline a specific set of responsibilities and expectations for my job as instructor in the training and development department? If possible, I'd like it in writing to avoid any misunderstanding. Regardless, I'll look forward to talking to you Tuesday. Second message N 7AM B 8.4: Skill Practice HUMAN RESOURCES DEPARTMENT DATE: June 15 TO: Mary Ann FROM: Lucy I was excited by your speech at the senior management meeting last week in which you established a new challenge for all fenior executives. With the new competitive environment that we face, the vision that you articulated for our future is both exciting and challenging and, I think, an important step forward. It really makes clear the key success factors that should drive our business. In particular, I think your directive for all senior executives to disseminate the vision throughout the organization to their own subordinates is a good way to get the message delivered. However, you made a statement in your speech that has me troubled. You said, "We used to pay you on the basis of new accounts generated, quarterly earnings, customer satisfaction ratings, and new product designs. Our new barometer is going to be how you're doing in disseminating the vision throughout your own units." Frankly, I'm perplexed as to how we'll ever measure this directive. As the one who has to administer the appraisal and compensation systems, I'm not sure what criteria we'll look for or what indicators we'll use to determine success. I'm afraid that we'll create dissatisfaction if we don't have something specific outlined. Our people, especially those who may not perform, will think it is purely arbitrary. Do you really mean to have us change the appraisal and compensation systems to include this new criterion? How do you propose we measure effective performance? What would you like me to do to support your statement? Did you mean to make the statement Did you mean to make the statement that you did? This is rather urgent because I have a staff meeting Tuesday afternoon, and I promised to have a response by then. I've already stalled until I had a chance to talk to you