When John Karralenk met with Chick-On-The-Run corporate executives and five of his male peers, there was an air of tension. Like John, each of the men present managed a large Chick-On-The-Run fast-food chicken restaurant and had ‘bought in’ to the organisation’s new expansion project. The project, which would result in six new restaurants, was on-track but now in need of greater input from John and his executives who were training the new Managers and Assistant Managers in their own restaurants.

At the outset, John and his colleagues recruited two Trainee Managers each. Of the 12 trainees, four were women, eight were men. Following an intensive training program, six trainees would be appointed Managers and six would be appointed Assistant Managers in the new restaurants.

While the Trainees were aware that they would be formally assessed, they also knew that the views of existing restaurant Managers would be factored into the decision-making process with respect to who would be appointed to what roles, and whether people would be employed in metropolitan or regional restaurants.

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