Well…it is only a matter of time, now, that the Board of Directors will finally act, fulfill their fiduciary responsibility, and remove the current General Manager. Of course, as they say, there’s the easy way – and there’s the hard way.
Displaying symptoms of bending towards the easy way (which is just to fire her and get over it) , the CEO, Mr. Fiske, attends these various board meetings with the ground down demeanor of the unlucky person, – a decent enough individual, caught by the mishaps of others in a circumstance of continual punishment. In the last Board of Directors meeting poor Colin even asked for some underling to take over responding to emails from Members. Failing this, he asked if the IT guy could program an auto response. Failing that, also, he looked like the guy who understood that, in his own personal construct of “Mr. President”, the horse he proudly rode in on was now kicking the stuffing out of him. It looks like he’s put alot of stuffing into his character, so this may take a bit.
The solution is obvious and can be quick and clean. Pay the severance and cut the General Manager loose. It is a well known fact that the head of IT, Mr Davenport, is cross trained to hold the steering wheel of the Coop. Davenport is knowledgeable, quiet and has no agenda, except that of keeping the system up and bugs out. Between he and Ed, his wingman, this ship can simply throw off the useless baggage and probably have the incoming tide float them off the rocks. Mr. Davenport is fully qualified to hold the wheel and keep the Coop moving forward with his overlapping understanding of the systems, as well as duties, of the General Manager. He has attended all the committee meetings and pays attention, unlike the head of HR who sits in a perfunctory manner while shopping on her smartphone.
Until Melanie Bettenhausen is gone there will be no restoration in trust. A lack of faith in the qualifications of her and Colin is pervasive. Furthermore, it is absurd to think folks will invest more in a business that has to borrow money to remain open PARTICULARLY with the same inexperienced kid at the helm.
A kid we pay a salary of $110,000. and did not know the definition of Cost-of-Goods-Sold until a month ago.
Why is this so hard, Mr. Fiske?