Suggestion from a reader ... One thing that I was thinking about as I read your response to Left out was how "Petty" came to be hired in the first place. Not that I think that there is anything wrong with him/her as a worker. But as a consultant I hear the complaints of my clients workers as we form business and personal relationships. A fairly common one is that of people getting hired without their i Suggestion from a reader …One thing that I was thinking about as I read your response to Left out was how “Petty” came to be hired in the first place.Not that I think that there is anything wrong with him/her as a worker. But as a consultant I hear the complaints of my clients workers as we form business and personal relationships. A fairly common one is that of people getting hired without their input. Or the person they were asked to interview had fairly straight forward short comings that were mentioned and ignored. The person is hired and it’s dejavue. This makes it real hard for the new guy to fit into a team, as management has poisoned the well. Its decisions are now viewed as a problem. A team that manages to function despite management then has to be on guard.It is still a management problem, as you said. Just a different one.– Michael Holland Bob’s Last Word …A very good point. My advice was to “Petty,” about what to do about the situation. If I were giving his/her manager advice it would be as Mr. Holland suggests: Include a team interview as part of the hiring process, and take the team’s comments seriously.For those who consider such things to be holding hands while singing Kumbaya, no, I’m not saying you should let the team make the hiring decision. This should be a consultative decision. And if you don’t think the team has anything valuable to add to the hiring decision … let me get this straight: You trust them to do the work itself, but don’t think they’ll have any insights as to which candidate can best help them do the work itself? – Bob ——– Technology Industry