Cliffe 2001 What a Star What a Jerk

HBR CASE STUDY

What a Star-What a Jerk

by Sarah Cliffe

Sometimes an employee can be nasty, bullying, or

simply hard-hearted. What should you do, though, when

that person also happens to be a top performer?

SEPTEMBER 2001

From: Jane EpsteinTo: Rick LazarusSent: 5/14/01Subject settling inHi Rick. I'm starting to get settled in atTechniCo-1 miss you and the rest ofthegang, and the adrenaline of workingwith clients when I'm *on,* but I'mthrilled not to be living in airports any-more. Hope Mary and the kids are well.

I've inherited a good team here.They're all strong performers, and mostof them are nice, too. I'm sure they'restill wondering about me-but so far, sogood. Partial cast: Caroline's been herelongest; she seems pragmatic, very gtx)dwith people. Juggling work-̂ family issuesand a recent divorce - but she pulls herweight and then some. She's universallytrusted (I think). Tom's the joker. A natu-ral sales guy-a bouncy golden retrieverpersonality that cloaks real drive, knowwhat 1 mean? You never really get inside.

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HBR CASE STUDY • What a Star-What a Jerk

but there don't seem to be many inter-nal climate changes anyway, jack's in-tense, maybe an intellectual -1 haven'tquite figured him out. I think he maybe shy (?). Anyhow, then there's AndyZimmerman, who's got me slightly wor-ried - maybe because he intimidatesme just a bit. He's very bright, but he'saggressive - doesn't suffer fools gladly.He'll bear watching, I think.

Better run. By the way, I love beingback in Minneapolis. And, glory be, thehometown team is making us proud.

From: Rick LazarusTo: Jane EpsteinSent: 5/14/01Subject: Hey strangerGood to hear from you, Jane. The TVvinshave got people talking, ali right. Thoughof course they'll fold when the Yankeeshit their stride.;)

What's got you nervous about thisZimmerman guy? -R

Sent 5/15/01Subject re: Hey strangerNothing I can put my finger on. Here's alittle incident. My AA, Maureen, flubbeda meeting time - scheduled over some-thing else-and he really lit into her. Notthe end of the world - she had made amistake, and he had to rearrange an ap-pointment - but he could have gottenthe point across more tactfully. And sheis *my* AA. (And I am *his* boss, and hedid it in front of me.) -Jane

Sent 5/15/01Subject don't be a softiej - The guy doesn't necessarily soundlike a problem to me. I hate it when peo-ple screw up scheduling, and you'vealways been too patient with that kindof thing. Clearly you have to establishyour own authority with him, though, orhe'll step all over you.

What's the place like in general? Arethe folks there patient with incompe-

Sarah Cliffe is an executive editor at HBR.

HBR's cases present common managerialdilemmas and offer concrete solutionsfrom experts. As written, they are hypo-thetical, and the names used are fictitious.

tence? Or is it crisp and cruel, like here?;) By the by, Mary sends her love. -R

Sent 5/16/01Subject tougher than you thinkFunny you should ask. It's hardly crispand cruel. In fact, it's probably a littletoo nicey-nice. Support staff's not up tothe same standards (not paid as well, ei-ther). And there's a little more coastingamong professional staff here. (Cullingout the bottom 20% of performers everyyear sure keeps people on their toes!)Senior managers talk a lot about lack ofhierarchy, which seems to translate into

tolerating barely average performanceif the people are well liked. (Then again,this could be all wrong: I'm describinga place I've only been part of for a fewweeks.) -jane

Sent 5/22/01Subject FW: good for a laugh...You have just received the Amish virus.Since we have no electricity or comput-ers, you are on the honor system. Pleasedelete all of your files on your harddrive. Then forward this message toeveryone in your address book.

Thank thee.

38 HARVARD BUSINESS REVIEW

What a Star-What a Jerk • HBR CASE STUDY

Sent: 5/22/01Subject: ha! \ • 'Speaking of honor (not), here's anotheranecdote in the the continuing "Who isAndy Zimmerman" saga. Yesterday wewere doing some strategizing as a group.(We need to be more aggressive aboutgrowth, and this was a pretty open-ended meeting to think about new mar-kets.) Jack (the intense, possibly shy onethat I haven't figured out yet) was goingon a bit too long about a pet idea of his.I was about to redirect the conversationwhen Andy cut him offi "What you're

proposing makes no sense, and here'swhy." Then he laid out all the flaws inpoor Jack's thinking, one by one - reallymade him squirm. The thing is, he wasright. On the other hand, it was a pre-liminary, semibrainstorming kind ofmeeting, so his tirade stopped the freeflow of ideas in its tracks.

Later, I heard him *reaming* out thegroup's other AA, Danielle: "This is animportant customer. He's called threetimes - WHY CAN'T YOU GET ITRIGHT!?!?" Once again, he was right.But that kind of tongue-lashing *causes*people to make mistakes. -Jane

Sent: 5/22/01Subject: bottom line?Ignoring his niceness quotient for amoment, how's the guy's performance?-Rick

Sent: 5/22/01Subject re: bottom line?I don't think he'd have gotten awaywith his nastiness for so long if his per-formance weren't topflight. As anothergroup leader said to me over coffee,"The guy won't win any personality con-tests, but you'll love his numbers." Hebrings home the bacon: He's smart, effi-cient-the best we've got (in terms ofpure performance). I'd have to be crazynot to want him in my group. -J

Sent: 5/22/01Subject: re: re: bottom line?Well, then, I don't see the problem. Ithink you're overreacting. -R

Sent: 5/23/01Subject: re: re: re: bottom line?That's what I like abt^ut you. Rick-neverone to sugarcoat...

Sent: 5^0/01Subject: Holy jeily, Batman...we're ina jam!Can I bore you again with Andy, mylow-likability, high-performance guy?Until now, I'd thought he was just nastyto lower-level people (which I quietlyasked him to tone down, btw, after theincidents with the AAs) but at leastgrudgingly civil to colleagues. But he'sgone and alienated Caroline, the onewho's going through the divorce. Back-ground: She has huge social capital builtup here; she's the one everyone turns towith their problems, either professionalor perstmal. She's a good egg, but sheisn't at her best right now (a custodyissue got messy and her mother's sick).She probably should have taken sometime off, but it's a bad time of year-so Iasked her to hold off. Okay, so here sheis, this normally centered perstm who'shanging on by a thread, and Andy gotunder her skin. She forwarded me thise-mail he'd sent her, and when I went to

SEPTEMBER 2001 39

HBR CASE STUDY • What a Star - What a Jerk

talk to her about it, she cried. It was a•horrible* scene. Anyhow, take a look:

Caroline, you screwed up big time.We had a meeting with people I'dbeen trying to cultivate for eightmonths, set up well in advance, andyou blew it off at the last minute,which embarrassed me and endan-gered the business. 1 can just hear youwhining, "Things are a mess at homeright now" - but you know what?Tough. Everybody's got problems, andthey should stay out of the office. If Idon't land this business, it will be be-cause of your incompetence, and youcan bet that Epstein and everyoneelse who counts will hear about it.

After she was done crying-which em-barrassed us both a lot - she expressedremorse for making the mistake. Thenwe talked... she explained how she hassort of "handled" Zimmerman until re-cently (which is why she felt betrayed byhis accusations). Evidently, he'd oftenvent to her about what he saw as all-around stupidity. She'd listen, calm himdown, and occasionally chide him ex-tremely gently for being out of line. Andother people would come to her andcomplain when he'd said somethingnasty, and she'd calm *them* down (ex-plaining the pressure he was under,whatever). Since he exempted her fromhis nastiness, she was shocked when heturned on her. Anyhow, she wasn't try-ing to blow the whistle on him - notreally-but I could see that she was fedup with the smoothing-over role. (Igather that my predecessor completelyignored the whole situation - in partbecause Caroline kept it under control.Sure wish I could do that.)

Obviously, I have to have a chat withthe big bad wolf. You know, when I leftBCP to take a job with a real company,1 imagined focusing on numbers, prod-ucts, customers-on *building* some-thing. Instead, I feel as if people issues-stupid little blowups like this-take upmost of my time. Sheesh. These are allhighly paid people, mostly with ad-vanced degrees.... Why do 1 feel like akindergarten teacher?

Sent: 5/30/01Subject: could be worse...J - In some ways, he sounds like yourbad cop: He keeps laggards in line, youget to be the nice guy. I could imagineworse set-ups.

I'm surprised she showed you thatmemo, since it makes her look bad. Iknow you're going to tell me it's abusive,but is it, really?

Sent: 5/30/01Subject re: could be worse...Abusive? I don't know. But it is threat-ening. And it makes someone who'sgood, and who's defended him in thepast, feel like garbage.... Oh, I don'tknow what I think.-J

Sent 5/31/01Subject whewOkay, so Andy and I had a long talk. Ithink it went reasonably well. With Car-oline's permission, 1 told him about theleave she should be on. And he said hehad to admit that he'd never seen any-thing like that from her before. Lookedvery slightly ashamed (but maybe 1imagined that part).

1 wanted to establish some kind ofrapport, as well as call him on inappro-priate behavior, so ! got him talkingabout his own role in the group andhow he sees the work developing overthe next several months. And-surprise,surprise-we had a good conversation.He's got great insights, energy, andsmarts. We talked for quite some time,in a way that was, to be honest, moreproductive and visionary and (simulta-neously) down-to-earth than wouldhave happened had the whole groupbeen present. We were sort of firingoff each other in the same way you andI used to-it was fun.:)

Of course, I went back to the questionof how he acts in the group. 1 said, basi-cally, "Ux>k, you're talented and quickand impatient, and you just have to slowdown and bite your tongue and be a lit-tle nicer to people." (Since we'd beenhaving a really good conversation-withthe temporary intimacy that creates-itwas easy to say.) He was somewhat dis-

missive but, when I pushed it, he agreedto try to listen better in meetings andstop reaming out the AAs.

Sent 5/31/01Subject words to live by...I always said you'd make a great kinder-garten teacher <ducks>. So problem boyis tamed?

If perchance he isn't, just rememberwhat Groucho Marx said:"Time woundsall heels."-R

Sent 6/01/01Subject re: words to live by...Groucho didn't say that,Jane Sherw<K>dAce did.:) And yes, let's decide problemboy is tamed, and forget about it. -Jane

Sent 6/12/01Subject too good to be trueHey Rick, how was Hawaii? Bet the kidsloved the beach - I'm jealous. I coulduse a little time off myself.

Of course it was tcx) gcwd to be true -problem boy being reformed (sigh). Yes-terday I came into a meeting I'd askedhim to chair until I could get there. Islipped in quietly - not wanting to dis-turb things-and the way the room wasset up, he didn't see me at first. Everyperson in that room looked cowed: eyesdown, hunched over-slightly squelchedin this rather sad way. And it's a gtwdgroup, really! He was responding tosomething Tom had said, and his uglyside was out in full force. He sneered,used dismissive language - even rolledhis eyes when Tom tried to break in witha counterargument. And this was *aftei*I'd slipped into his range of vision-whoknows what terrors he was up to beforeI got there? It suddenly became clear tome: This guy's a bully.

Afterwards, I saw Caroline and Tomtalking - about Andy, I'm sure. Mean-while, when I walked into Andy's officea few minutes after the meeting- andlooked at him, stone cold - he justshrugged and shook his head.

Damn. He ain't changin'. And thisisn't kindergarten-it's a business. I feellike I'm between a rock (the lousy effecthe has on the group) and a hard place(his stellar performance).



What should Jane do ahout her top performer's mean streak?Four commentators offer their advice.

"In general, the worst thing a supervisor cando is to sometimes reward and sometimespunish unacceptable behavior."

Mary Rowe teaches r\egotiatiom and conflict managetnentat the Sloan School of Management at MIT in Cambridge,Massachusetts, and is an MIT ombudsperson.

I'm going to approach this problem asif I were TechniCo's organizational om-budsperson - which means that I'm aconfidential neutral. I'm an informalcoach and shuttle diplomat within thecompany, looking into problems andworking toward systemic changes.

jane should prepare for this challengeas she would for a project launch. Sheneeds to quickly collect a lot of informa-tion. And she must protect everyone's pri-vacy-including Andy's-along the way.

She should start by gathering infor-mation about the people involved andthe context ofthe organizational set-ting. Does the company have policiesabout mean behavior-perhaps a "corevalues"statement about "dignity and re-spect at TechniCo"? Official statementslike this-and good training programs-can offer managers much-needed helpand support. Other questions to ask:Would her bosses want to know aboutthe problems with Andy? Is he followingthe tone set by TechniCo's top execu-tives, or would they want to see Andy'sbehavior change? Is there a person fromHR who could be helpful? And how isthe company doing? What are jane'steam's interests? What are the technicaland interpersonal skills ofthe otherteam members?

Next, jane should analyze her owninterests and power, as well as Andy's.

Does she have strong power to rewardand sanction? Does she have moral au-thority, derived from company policy orher own character? What's her technicalexpertise? Does she have a fallback po-sition if this situation goes bad? As forAndy's interests and sources of power:Does he want a new assignment? Is heindispensable? Does he have other of-fers? Finally, she should consider thevarious kinds of power each team mem-ber wields: Do any of them have otheroffers? Might a desperate Carolinecomplain about Andy to her old friendthe CEO?

If, after analyzing the situation andconsidering the interests and power ofall parties, jane decides to work directlywith Andy, she'll need to get his atten-tion. She might suggest that he watchthe movie What Women Want or thathe take the quiz in Harry Levinson's1978 HBR article, "The Abrasive Per-sonality." Alternatively, a tough orderfrom jane's boss, transmitted throughher, might capture Andy's attention, ifthat option is appropriate. Notice that1 didn't suggest that she directly con-front him. She should ask him to workwith her to develop an elegant solu-tion-one that satisfies all the interestsat stake.

In general, the worst thing a supervi-sor can do is to sometimes reward and

sometimes punish unacceptable behav-ior. This is even worse than simply re-warding harsh behavior, since the cycleof reward and punishment may makea person immune to rebuke, counsel-ing, and discipline. Ignoring unaccept-able behavior is only marginally betterthan rewarding it, but neither methodchanges behavior, jane may punishAndy, but it probably won't change him.Rewarding Andy for excellent behaviormay be more effective, especially if thespecific behavior of Andy that is re-warded blocks the behavior jane wantsto change.

For example, Andy might be re-warded for mentoring that results insensational performance by coworkers.In parallel, Andy might be shown thathis mean behavior doesn't improve theperformance of teammates - that heshould affirm their good performance,instead. The best solution will be onethat Andy helps to design, so long as it'sfair to the rest ofthe team, even if it isjust that Andy becomes an individualcontributor.

Whatever happens, jane needs tokeep careful records and follow up. Ifit turns out that Andy should be fired,she needs backup plans. On the otherhand,if Andy succeeds wonderfully,sheshould think about ways to reward histurnaround.



"In the real world, managers need to carve outplaces for unpleasant^ highly productive people-places that keep them from poisoning everyoneelse's working environment/'

Chuck McKenzie is a senior vice president and managingdirector at Oppenheimer Funds. He is based in New York.

I know Andy pretty well. EverywhereI've worked, we've always had Andys.And we survived them. In some ways,we thrived because of them. But youcan't just let the Andys of this worid runwild-adjustments on all sides have tobe made.

Jane's facing a classic situation: therainmaker who drives everyone aroundhim crazy. She can't get rid of him, butshe can't let him destroy the team,either. The group's morale and its busi-ness performance are inextricably en-twined If Andy seriously damages m(>rale-and productivity along with it-hewill damage the bottom line. There'seven a business case to be made againstAndy: It can cost up to ten times as muchto bring in new business as it does tohold onto existing business. So no mat-ter how big a rainmaker Andy is, if hisactions endanger existing business-per-haps because turnover rates start toskyrocket-that's a serious, bottom-lineproblem.

But it would probably be foolish tofire Andy. He generates more revenuethan anyone else, he has great ideas, andhe's extremely smart. In my experience,many outstanding performers are diffi-cult and abrasive. If Jane and her groupcan cope with true diversity-the diver-sity that comes with clashing personali-ties-they'U be a stronger and more cre-ative group.

Jane also needs to define success forher group. If her definition optimizes arange of measures-including new sales,existing-business retention, employeeretention, morale, and productivity-sheshould be able to get everyone rowingin the same direction.

Once Jane has thought through theseissues, she needs to make changes infour areas-

Organizational Structure. If theAndys I've worked with are any indica-tion, this Andy isn't going to changemuch. (I had to laugh when jane thoughtone extremely indirect conversation wasgoing to change this guy.) Rather thanwasting time on that hopeless strategy,carve out a role that lets him focus onwhat he's best at: developing sales plansand selling. Give him his own AA (he isthe rainmaker, after all) and let themwork as a sales team. Meet with Andyregularly one on one, and separate himfrom the rest of the group as much aspossible. That may require redrawingthe org chart.

Attitude. Jane needs to adjust herown attitude. She wants to be a leader-somebody above the fray who sets di-rection and thinks about strategy-nota manager. But in this case, she's goingto have to address the messy, everydaystuff before she gets a chance to lead.

Roles. The roles in Jane's group arepoorly defined: Caroline is playing full-

time counselor to the group, and Andyis micromanaging everyone and every-thing. The team members are bound tobe confused as a result, and productivityis sure to go down. Jane needs to clarifyeach person's responsibilities. (If shestarts to fulfill her own responsibilities,and clearly defines Andy's, the rest maytake care of itself.)

Culture. Jane has noted that Techni-Co is too tolerant of barely average per-formers. If she can change that culturalnorm within her own group, she'll im-prove the group's performance and pro-ductivity, as well as her own career pros-pects. It would probably appeal to Andy,too. (I'm not deluding myself- peoplelike Andy always think that they're bet-ter than everyone else. But at least he'dhave fewer legitimate reasons for hisblowups.)

Managing an Andy isn't easy. Somemanagers think people like him shouldbe nurtured, promoted, and fawnedover. Doing that creates ttx) many prob-lems for the rest ofthe organization, inmy opinion. But it's also not possible totake the high road and say, "We won'ttolerate unpleasant behavior." In thereal world, managers need to carve outplaces for unpleasant, highly productivepeople-places that keep them from poi-soning everyone else's working envi-ronment. It isn't easy, but it can be done.



"Jane seems to think that people issues aredistracting her from her 'real* job.... Sheneeds to realize that managing people isher real job."

Kathy jfordan, a psychologist, is an executive coachwith KRW International, a global executive-developmentconsulting firm. She is based in Boston.

Jane's biggest problem right now isn'tactually Andy Zimmerman. It's learn-ing to be a manager. Jane seems to thinkthat people issues are distracting herfrom her "real" job. ("I imagined focus-ing on numbers, products, customers...instead, I feel as if...stupid little blow-ups...take up most of my time.") Sheneeds to realize that managing peopleis her real job.

It's fine to watch a new group for awhile, analyzing hehavior patterns be-fore jumping to action. Nevertheless,Jane seems too passive. She is spendingtoo much time observing garden-varietyinterpersonal dynamics that demand aresponse. When Andy eviscerated Jack'sideas during an early meeting, for ex-ample, Jane should have interrupted,reminded the team that they were inbrainstorming mode, and suggested get-ting everyone's ideas on the table he-fbre evaluating anything in detail. Sheneeds to give Andy more than "stonecold" kxiks when he has heen rude anddismissive.

As a manager, Jane's most pressingtask is to develop a high-performingteam. Luckily, she has inherited a rea-sonably strong group with a typical castof characters, representing no unusualmanagerial challenges. Even Andy, herproblem employee, is a common typewho has held the team, and perhaps

TechniCo, hostage to his bad behaviorbecause he delivers the numbers.

First, Jane must be clear with Andyabout her expectations. He needs to un-derstand that good numbers are notenough and that his job depends on hisability to manage relationships with col-leagues professionally. Instead of allow-ing herself to be seduced by Andy's in-sight, Jane needs to bite the bullet andinsist on positive behavior as a condi-tion of employment A potential obsta-cle might be TechniCo's cultural willing-ness to accept bad behavior in serviceto the bottom line. Jane will need to in-fluence opinion leaders by making thecase that more collaborative and colle-gial behavior will improve the financialperformance of the team as a whole.

Second, Jane should coach her teammembers on developing assertivenessand conflict management strategies.Since some of Andy's negative behaviorhappens in meetings, the entire teamwould probably benefit from trainingin how to conduct effective meetings.Andy is currently incapable of chairinga productive meeting, and the rest ofthe team has no idea how to get a meet-ing back on track after Andy has de-railed it. Creating a team that's ableto handle its own work relationshipswould allow Jane to avoid the trap ofbecoming a "kindergarten teacher," a

trap that's inevitable if she replacesCaroline as Andy's handler.

Finally, Jane has to stop sendinge-mail to Rick Lazarus. Because theyworked together recently in the samecompany, he's probably just reinforcingher managerial blind spots. She shouldfind a trustworthy coach who is a sea-soned manager at TechniCo. A good in-ternal coach can help in several ways.He or she can give Jane a crash courseon corporate culture and help her figureout what kind of leverage she has withAndy. A coach can also help Jane iden-tify who needs to be consulted, or atleast kept in the lcx)p, about how she Ismanaging Andy. (A rainmaker like Andyprobably has the protection of impor-tant senior managers, whose supportshe will need if she is to infiuence Andyor, if necessary, to clear the way for hisdeparture.) A coach would also let Janevet her ideas for deploying staff andmanaging the business. A good coachmight have questioned the wisdom ofasking Caroline to defer a much-neededpersonal leave, for example.

Honeynuwns are stunningly short intoday's corporate environments, andJane has only a few months to demon-strate that she understands TechniCo'sculture well enough to lead her teaminto the future. If she takes action now,she might be able to prove her mettle.



"When an exasperated Jane compared herjob to that of a kindergarten teacher,she wasn't far off. Kids need-and want-limits. Some adults need them, too.''

James Waldroop, a psychologist, is a principal at PeregrinePartners, a consulting firm in Brooktine, Massachusetts, thatspecializes in executive development and employee retention.

One of the best managers I ever workedwith had what he called a "no creeps"hiring policy. "I don't care how muchmoney somebody could make us, orhow smart they are; it's not worth it ifthey disrupt the entire group," he'd say.Jane may eventually come to see thewisdom of that policy. But let's assumefor the time being that she wants tohold on to Andy.

Andy is extremely narcissistic: It's allabout him - whether he looks good, nomatter what. (Even when Caroline is onthe ropes, he'll let her have it if shemakes him kx)k bad.) His narcissism hasanother component: It's all about him,now. He doesn't take the time to thinkabout how his actions at this momentare going to affect even his own abilityto perform over the long term, nevermind how they affect other people.

Andy's colleagues have been accom-modating his behavior for so long thathe has come to see it as all right. Whenan exasperated Jane compared her jobto that of a kindergarten teacher, shewasn't far off. Kids need - and want -limits. Some adults need them, ttx>, andAndy is one of those adults, it's time forJane to stop accommodating Andy (or"enabling" him, as the drug treatmentfolks would say) and start setting clearlimits.

As his manager, I would alternatelystroke his ego ("You're so bright andyou really know your stuff") and ham-mer him hard - hard enough to reallyrattle him ("But you know, Andy, if youwere dying of thirst, I doubt that any-one you work with would toss you abottle of water"). I'd appeal to hisgrandiosity ("If you could learn to con-trol your temper and your ego, youcould be great, really great...") and atthe same time, I would raise his anxietyand insecurity levels ("...but I'm afraidwe're wasting our time talking aboutthis, because you don't seem to wantto change"). And when i say "alter-nately," I don't mean from one meetingto the next, I mean from one minute tothe next. To get through Andy's de-fenses, Jane will have to jam his radarand scramble his internal radio signals.

"I'd love to keep you here, Andy, butyou're one expensive piece of equip-ment-you cause a lot of damage as youdo your job. And the bottom line is[here comes the limit setting-deliveredwith a steely gaze, if possible] your be-havior is totally unprofessional. I knowthat you mean to do your best for theorganization [letting him save a littleface here], but you're not even doingthat. Being 'right' and being 'effective'aren't even close to synonymous. And

although you may be right a lot of thetime, you're not nearly as effective asyou could be."AII this isto set him up forthe real choice:

"So, Andy, you need to decide verysoon whether you want to work here.Your behavior is out of bounds, and Iwon't have it. If you decide you want tostay, I'll support you, and I'll do my bestto help you to rein in your outbursts. I'dlove to see you learn to be more effec-tive. But, to be very clear [steely gazeagain], if you fall back into bullyingpeople, I'll initiate action to get you outof here. So go mull this over, and let'stalk again."

Now that I've stirred him up, I wanthim to have to sit with it, so I'd try tohave this meeting on a Friday afternoonand arrange the second talk for Mon-day. That way, he'll be forced to thinkabout it all weekend.

With Andy, Jane has to put a dramaticend to business as usual. She has to hithim hard enough to really get him to lis-ten, she has to set firm limits, and shehas to stroke his underlying insecurityenough that he doesn't just walk away.Will it work? I don't know, but it's thebest shot she's got ^

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Cliffe 2001 What a Star What a Jerk

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