2. Stick to your principles and refuse to fudge the numbers. Tell Kristin you will work overtime to help develop an alternate proposal that stays within the budget by providing more training to employees who work directly with customers and fewer training hours for those who don’t have direct customer contact. Sara MacIntosh recently joined MicroPhone, a large telecommunications company, to take over the implementation of a massive customer service training project. The program was created by Kristin Cole, head of human resources and Sara’s new boss. According to the grapevine, Kristin was hoping this project alone would give her the “star quality” she needed to earn a coveted promotion. Industry competition was heating up, and MicroPhone’s strategy called for being the best at customer service, which meant having the most highly trained people in the industry, especially those who worked directly with customers. Kristin’s new training program called for an average of one full week of intense customer service training for each of 3,000 people and had a price tag of about $40 million.

Kristin put together a team of overworked staffers to develop the training program, but now she needed someone well-qualified and dedicated to manage and implement the project. Sara, with eight years of experience, a long list of accomplishments, and advanced degrees in finance and organizational behavior, seemed perfect for the job. However, during a thorough review of the proposal, Sara discovered some assumptions built into the formulas that raised red flags. She approached Dan Sotal, the team’s coordinator, about her concerns, but the more Dan tried to explain how the financial projections were derived, the more Sara realized that Kristin’s proposal was seriously flawed. No matter how she tried to work them out, the most that could be squeezed out of the $40 million budget was 20 hours of training per person, not the 40 hours everyone expected for such a high price tag.