Looking over my career, there was a particular environment that caused me to leave an organization; I worked for a Government contractor at Fort Eustis in the Army Community Services $($ACS$),$ and I worked as a Financial Counselor $($FinCo$).$ The organization structure consists of an ACS Manager, FinCo supervisor, a FinCo lead, and two FinCo. The situation that occurred was that the ACS Manager wanted to provide leadership development with the lead counselor and discussed this in one of our ACS staff meetings. The ACS manager suggested that the FinCo supervisor delegate some of her duties to the FinCo lead. Prior to this situation, we all reported our reports to the FinCo supervisor and had wonderful one$-$on$-$one training and development. All of us were able to get along with the FinCo supervisor. Once the FinCo supervisor had some of the duties to be transferred to the FinCo lead. It seemed like the FinCo lead took the power overboard and the relationship between other FinCo and FinCo leads was a clique. I was always left out of the loop of getting certain information which made me feel uncomfortable in the staff meetings. I explained this to the FinCo supervisor, and she stated she would talk to the FinCo lead, and it still continued. Eventually, I met with the ACS manager, and the ACS manager had me work with the FinCo supervisor instead of reporting to the FinCo lead. I went on to find a better job because the delegation process did not work well in the working environment.

So$,$ examining the situation, what could the ACS Manager and the FinCo supervisor have done differently?