Craig*, a VP of inventory for a food packaging company, had always been a high performer. He had been with the company three years, had a reputation for taking an innovative approach, and had good relationships with his team. Craig’s boss, Louise*, had come to count on Craig for his expertise and experience. During a factory move, however, Craig began to disappoint. He took many personal days during the move, and Louise found herself stretched thin covering for him. To add fuel to the fire, when Craig was asked to onboard several new employees, he pointed to a lack of HR leadership as an excuse for delaying the process indefinitely.