Meeting with the marketing manager

On October 15, 1973, Roger Clarke met with Brad Carter for 2 hours to discuss his perfonnance to date. Quite to Clarke’s surprise, Carter had prepared a list of problems he had had with Clarke’s performance in the first month on the job. The day after the meeting, Carter had written a memorandum to Dawson, who had promoted Clarke, outlining the points covered in the meeting; he had also sent a copy to Clarke (Exhibit 2).

EXHIBIT 2.CARTER’S MEMORANDUM TO DAWSON

October 19, 1973 Personal and Confidential

TO:C. S. Dawson

SUBJECT:Roger Clarke’s Performance

Since Clarke’s commencement as a market development specialist on September 10, 1973, a number of incidents have reflected unfavorably upon his performance. We had discussed most of these incidents as they occurred, but I felt it necessary to meet with him on October 15, 1973 to review all my displeasures with his performance and chart a positive course for the future. The following is a summary of our approximately 2-hour discussion.

I told Roger I was not at all pleased with his performance to date and that we would be watching him closely over the next 30 days with the expectation of marked improvement. We reviewed a number of problems including the following:

1. Reports of Roger being pompous and a “smart ass.” I indicated that I supported those descriptions. We discussed these impressions in some detail and how to change them.

2. Failure to let our office know where he is when he changes plans. Discussed the importance of his whereabouts and the fact that he is not free to drastically change his plans without my knowledge. For example, on October 12, the Philadelphia office and I were trying to locate him. His itinerary said Philadelphia office. At 3 p.m. he called from Boston and said he was there because “there was nothing to do in Philadelphia.” He did not have two assignments ready for me that were due that day. He had left Philadelphia on the evening of October 11. In his behalf, he did leave a note at the Philadelphia office describing his plans.

3. Trouble with Small World Travel. The negative information came from my secretary, Rena, in an incident on October 4, 1973. Roger was upset with certain travel arrangements made for him. He had called Small World to express his displeasure, and they called Rena back to further determine Clarke’s displeasure in that they had booked him on the flights we requested. Rena reports he grabbed the phone from her, complained further, and hung up. We discussed the fact that we had never had any particular problems with this agency and valued our cooperative relationship. It was not his place to be so heavy handed in this situation. He said he preferred to use his own air travel card in the future and not to deal with a travel agent. I agreed, but will reverse my decision and advise him that my signature on ticket advance forms is, in effect, my required approval of his travel plans. I know of no one else in marketing who does not work in this manner, so he is not being singled out.

4. Does not follow up on requested information. Several incidents here, but the major ones are as follows. First, on September 27, I asked him to check why Dean Witter had not purchased our equipment. After approximately three reminders, I still have not received a good answer. A visit t6 Dean Witter is now planned.

Secondly, on or about September 20, I requested the status of Merrill Lynch. The only answer I ever received was he would check into it next week.

Next, on September 27, I requested organizational charts for the operations function at several major brokerage houses. His reply at that time was that he “doesn’t see the reason to have these.” I told him they were important, explained why, and still never received them.

5. Perhaps Clarke was playing the devil’s advocate, but he appeared very negative in the marketing plan review meeting on September 28.

I would say that Roger accepted and discussed this criticism in a humble and constructive manner. Plans to alter or correct the previous five problems are as follows:

1. Plan constructive, positive calls when dealing with field market development specialists. Have the purpose and necessary sales aids to complete an objective. Avoid making calls simply to meet people.

2. Call the office at least once a day, preferably twice.

3. Travel plans to be arranged like everyone else. I will tell Roger not to use his air travel card, as I had previously agreed.

4. Roger now says he understands that my requests are not of a “jog-the-memory” type, but rather a request for information in my hands.

5. Says he will try to show a more positive attitude within the company while maintaining a positive attitude with outside contacts.

Roger plans to move his wife and household goods to Long Island on October 26. Perhaps a more settled home life will improve his work performance. Roger and I plan to discuss his overall performance again in mid-November.

Brad G. Carter

Securities Industry Marketing Manager

BCC: rps

cc: Roger Clarke