When Pip Bonner replaced Martin as manager of the section, she made it clear she wasn’t entirely comfortable with her direct report Julia’s working arrangement, describing it as “messy” at their first meeting.

Pip had on a number of occasions re-scheduled team meetings at short notice without considering Julia’s availability, sometimes failing to email her. Plus, Pip had approached Carl about matters in Julia’s states rather than making contact with Julia when an urgent issue arose.

Pip also told Julia in passing that Carl’s lack of commitment to his regional contacts who were slow to move new product lines concerned her, “Carl should focus on tardy contacts in the same way you do Julia; after all, he’s the one with the big career plans.” Julia grimaced inwardly at her new manager’s comment, but said nothing at the time, keen not to have the conversation.

Six months later, Pip rated both Julia and Carl as “effective” which meant no base salary increase for either of them. Both would receive the annual bonus, however, reflecting their personal average percentage profit per 20 hours worked. But as it turned out, when Pip found that Julia’s base rate per day was higher than Carl’s, she decided to increase Carl’s to match Julia’s, telling Carl “it’s about fairness and equality and it works both ways mate”.

Pip also criticised Julia about the management of a disgruntled regional contact. Affronted Julia responded “you don’t have any evidence to support these criticisms.” She tried to correct Pip’s assumptions providing some history about the contact, who’d been dishonest before in his dealings with the company. Once again, he’d been undercutting set prices. Challenged by Pip, he had blamed Julia saying that she had indicated he could do anything he pleased to increase business. “Well if you didn’t tell him directly, you must have inferred that it was OK, Julia. He seems genuine enough; anyway, it’s fixed now.”

Pip then compared Carl and Julia’s total profit. “You can’t compare the figures that way, Carl works more days, it should be average percentage profit per 20 hours worked,” Julia exclaimed. “I can make whatever comparisons I want if I believe them to be of benefit to the company. And the number of days worked is your choice, not mine,” Pip replied.

Checking the figures the next day Julia confirmed her average percentage profit per 20 hours worked was higher than Carl’s. She set up a meeting and presented the figures to Pip who listened said calmly: “Just imagine what you could do if you were here all the time? Nothing changes Julia, and think about the allowances we make for you.”

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