Michael Boulos: A Career Derailed By: Gerard Seijts, Kanina Blanchard

Case: Michael Boulos knew something was wrong. It was Wednesday, July 16, 2014. As he entered Astra Automotives (Astra) Whitby, Ontario office that morning, he was uneasy. Less than a week earlier on Friday, July 11, he had been suspended with pay for one week, for allegedly not treating a colleague with respect. He was due to come back on July 18 for a meeting, but that morning, he had been wakened by a call from his director. A colleague for several years, she asked him to attend an impromptu meeting at 11:00 a.m. Apparently, there was an unexpected visit from a U.S. based corporate vice-president, and all staff were being called in to listen to a presentation. The entrance to the automotive production facility was meagerly appointed. It featured faux wood paneling with worn carpet sand aging chairs. The 1980 vintage floral arrangement was the brunt of many disparaging comments a symbol that many feared represented the production facilitys fall from corporate grace. But every day, it was that very floral arrangement that greeted employees and guests. Nearly robotically, everyone signed in the ledger and then rang the bell to be let through the security door. It was routine. But on that day, Boulos didnt feel that anything was truly routine. He caught himself looking for the slightest clue to validate that his gut was right: something was very wrong. As Boulos took the pen and began writing in the ledger, he let his eyes wander through the window that separated the entrance and the office area. He noticed movement in the conference room just beyond the entrance. He thought more people would have been milling around waiting for the presentation to start. He saw some familiar and some unfamiliar faces and followed the usual practice. As he strode through the door and into the conference room, he could feel bile rise in his throat. His mind raced. He flushed. He had expected something, but not this. There was no presentation planned. Sitting in front of him were his director, the Canadian president of operations and the human resources (HR) manager. He was getting fired! Michael Boulos, a young professional with exceptional technical and financial skills, was fired from Astra Automotive's Whitby, Ontario office on July 16, 2014. He had been suspended for allegedly not treating a colleague with respect and was expected to attend an impromptu meeting at 11:00 a.m. The entrance to the automotive production facility was meagerly appointed, with a 1980 vintage floral arrangement that greeted employees and guests. However, on that day, Boulos noticed movement in the conference room just beyond the entrance. He felt bile rise in his throat and flushed. He had expected something, but not this. Boulos had a background in academics, sports, and personal life, and was fluent in Arabic, French, and English. He was the oldest son of first-generation immigrants and had a strong academic background. He was fluent in Arabic, French, and English, and had a strong sense of self-worth. He had a supportive wife, two healthy children, and a career he was proud of and saw a future, including growth. Astra Automotive, a global automotive parts manufacturer, had acquired production locations around the world, including in Ontario. The company was working to modernize and standardize processes and operations, as well as address HR matters such as compliance to the new code of conduct and leadership values. The company's first two areas of focus were standardizing health and safety programs and driving a consistent culture around the slogan "Respect for People." Boulos joined Astra in 2003, having been recruited to join the company right after graduation. His performance reviews consistently spoke to a talented young professional with exceptional technical and financial skills, an expert sought after by the company's businesses for his analytical capabilities, grasp of business complexities, and intense work ethic. In 2012, Boulos was named financial leader for the interior business in Canada, a position he had been considering for a decade. He had made a significant impact in the company by leading rotating production shutdowns to refurbish the plant and install new equipment. Despite the challenges, Boulos was praised for his contributions and the opportunity to grow within the company. However, he felt that his status and pay were not commensurate with his value and that his colleagues and people in the company felt he was unnecessarily harsh and disrespectful. In April 2013, Boulos was promoted to finance manager in powertrain, where he felt his knowledge and contribution were appropriately recognized. He was confident that he was ready for management to lead people, run the department, and play a key role in contributing to the company's success. However, he found himself working late nights and weekends trying to catch up, and angered by some staff members who still seemed unable to do their work without making errors. In spring 2014, Boulos was preparing for his annual review and realized that he was feeling nervous for the first time in a decade. His director recommended that he enroll in company-developed management training to help him better lead his department and staff. She also discussed how he was helping Jackie, a high potential employee, grow and develop. Boulos learned that Jackie had approached his director earlier and shared that she was struggling and not receiving the mentorship and guidance she needed to be successful in Boulos's department. In June 2014, Boulos faced challenges in his office due to his busy schedule and the demands of a significant powertrain business meeting. He felt overwhelmed by his responsibilities and the increasing burden of Jackie, who was constantly calling in sick. Despite his efforts to communicate with Jackie, he found her becoming increasingly burdensome and unresponsive. In frustration, he called Jackie home and discussed the matter with her husband, who urged him to stop bullying her. Boulos committed to working all night to ensure the numbers were right for the meeting. On July 10, Boulos provided an excellent review and answered questions at the meeting, receiving praise from the business leadership. However, he was criticized for his work and was told that reassigning Jackie was not on the agenda. The next day, he received a letter from his director expressing concerns about his behavior and a one-week suspension. He was advised to return next Friday to discuss the situation. The Dismissal: Now it was Wednesday, July 16, 2014. His director explained to Boulos that he was being terminated without cause. He was offered a generous severance and career transition package. He was thanked for his years of service. The Canadian president of operations and the HR manager shook his hand, and he was escorted off the property. Astra's Company Values: Astras new branding initiatives include an updated vision, mission and purpose statement as well as new leadership values. These changing realities help set the framework for the timeframe in which Boulos was assuming the biggest job of his life.

1. Mission . . . committed to being the timeliest, most quality-conscious, environmentally responsible and cost-effective supplier in the markets we serve.
2. Vision . . . to be the global supplier of choice for all our products and services.
3. Purpose . . . to create and sustain meaningful and rewarding jobs.
4. Leadership Values . . . Act with Integrity, Treat People with Respect, Collaborate, Deliver Winning Results, Continue to Learn and Grow, Be Transparent.

-Please answer the following questions thoroughly (in depth) and try to give some examples. *-Please support with your rationale.

1)How would you describe Michael Bouloss career at Astra? What are the personal characteristics that made him successful at Astra?

2)What did Boulos believe were the keys to success at Astra? What impact did changes and shifting priorities at Astra have on Boulos?

3)Were there any signs in Bouloss history or background that could have predicted some of the issues that materialized after his promotion?

4) Is Boulos capable of change? In hindsight, at what stage of his career should he have changed?