The No-Show Consultant Jeffrey Moses was facing one of the toughest decisions of his short career as a manager with International Consulting. the first time. In calling around to other customers on the East Coast in an effort to locate the missing consultant, Moses heard other stories. Carpenter had also missed a few arher annnintmente-all an Mondav morninoe-hnt no the major New York customer, he preferred that Andrew because you said you would," she pointed out."This was a major screw-up, and it's perfectly legal to fire someone for absenteeism. Your calls to customers should make it clear to you that this situation was not a one-time thing. Get rid of him now before things get worse. If you think cating half that $250,000 fee hurts now, just think what could happen if this behavior continues. rather than a new consultant finish the project, but he also demanded that International eat half the $250,000 consultant's fee. After Moses finally located Carpenter by calling his next-door neighbor, Carpenter confessed that hed had a "lost weekend" and been too drunk to get on the plane. He then told Moses that his wife had left and taken their two-year-old son with her. He admitted that he had been drinking a little more than usual lately, but insisted that he was getting himself under control and promised no more problems. Im really not an alcoholic or anything." he said. "Tve just been upset about Brenda leaving, and I let it get out of hand this weekend." Moses told Carpenter that if he would get to New York and complete the project, all would be forgiven. Now, however, he wondered whether he should really just let things slide. Moses talked to Carpenter's team leader about the situation and was told that the leader was aware of his recent problems but thought everything would smooth itself over. "Consultants with his knowledge, level of skill, and willingness to travel are hard to find. He's well liked among all the customers; he'll get his act together." However, when Moses discussed the problem with Carolyn Walter, vice president of operations, she argued that Carpenter should be dismissed. "You're under no obligation to keep him just What Would You Do? 1. Give Carpenter a monthis notice and terminate him. Hés known as a good consultant, so he probably won't have any trouble finding a new job, and you'll avoid any further problems associated with his emotional difficulties and his possible alcohol problem. 2. Let it slide. Missing the New York appointment is Carpenter's first big mistake. He says he is getting things under control, and you believe that he should be given a chance to get himself back on track. 3. Let Carpenter know that you care about what he's going through, but insist that he take a short paid Tave and get counseling to deal with his emotional difficulties and evaluate the seriousness of his problems with alcohol. If the alcohol abuse continues, require him to attend a treatment program or find another job.