Construx Action Maze

Construx Action Maze
© Martello Associates 2014

Construx Action Maze
This game begins with a problem that requires you
to take action. The path you follow will depend on
your attitudes and the actions you take at each step.
Please record your decisions on the Path Record
Sheet.
1

2
Construx Plc is a Franco-British construction company headquartered in London. It employs
20,000 people and specializes in public infrastructure. Many of its projects are in developing
countries. A current 1 billion dollar project is the construction of a 3,000 unit residential and
commercial complex in Benghazi, Libya. Construction began 2 years ago and delivery is
scheduled for 1 year from now. The engineering consultant for the project is Price & Myers,
a UK firm.
You are Martin Scofield, VP and HR Director of Construx. You just got an e-mail saying that
Eric Leblanc, Project Manager at the Benghazi site, has been seriously injured in a helicopter
crash and has been flown to a hospital in Marseilles. A replacement must be found
immediately. You consult with Owen Goodall, in charge of talent management, who tells
you that Francis Granger, a 32 year old high potential executive, is available. Granger has a
Master’s degree in civil engineering and has already worked on overseas projects. He joined
Construx after graduating and two years later the company paid for him to do an MBA. He is
in line for promotion to a senior management position over the next few years. He is highly
motivated and talented.
Granger seems to be a good choice to take over the Benghazi project. With his track record,
there should be no problem. Goodall agrees with you, though he mentions in passing that
Granger seems to be a bit preoccupied lately. His work is fine, but he has a tendency to lose
his temper and may have personal problems.

3
You have decided that Francis Granger is the man for the job. He must
replace Eric Leblanc as soon as possible, because penalty clauses may be
invoked by the Libyan government if the project gets behind schedule.
How will you inform Granger of his assignment to Libya?
A. Send him an e-mail (go to 4)
B. Send an e-mail to his N+1 (go to 22)
C. Tell him face-to-face in your office (go to 17)
D. Phone him and confirm by e-mail (go to 12)

4
You send an e-mail to Francis Granger explaining the situation in Libya
and the reasons for his assignment there. You emphasize that he has a
year to complete the project and that trips back to London will be
limited.
- 1 point
Go to 14

5
You ask Granger to think it over and get back to you in an hour with his
decision.
This may seem tight but you think an hour is enough for him to make a
decision. He must find the right balance between his personal life and his
commitment to the company.
Wouldn’t it be better to give him more time? Do you really think you
should force his hand?
- 2 points
Go back to 19 and make another decision. Be more flexible.

6
Well, you asked Granger to quit and within an hour his letter of
resignation is on your desk. End of story - or is it?
Did you get enough information to make the right decision? Why part
company with a good executive who has proven management potential?
Have you found someone else for the assignment in Libya?
- 3 points
If you think you can make a better decision, try again.
Go back to 3

7
Granger replies that he’s only been back in London for 4 months since his
last assignment to Mexico.
You reply that you appreciate his position and tell him he is being
groomed for a senior position in Construx. Trouble-shooting assignments
will enable him to acquire the necessary experience. You remind him that
all the top executives in Construx have made personal sacrifices for their
careers and have accepted overseas assignments at short notice
according to company policy.
He says he realizes that, but that he needs more time to think it over.
You give him until tomorrow morning.
Go to 13

8
You ignore his critical remark and attribute it to his surprise at being
posted abroad once again.
You continue trying to persuade him to accept the assignment in Libya.
You point out the importance of company loyalty and remind him that
Construx paid for his MBA. You emphasize that loyalty is a 2-way street
and that to be fair he should accept the assignment.
He replies that he appreciates what Construx has done for him but that
he wants more time to think it over and will let you know tomorrow.
You agree to this.
Go to 13

9
You explain the situation in Libya to him. While doing so, you notice that
he is visibly unenthusiastic and not interested in taking on the project.
What do you say?
A. Tell him it’s for the good of the company (go to 11)
B. Tell him he’ll be helping you out of a jam (go to 21)
C. Tell him it will be good for his career (go to 10)
D. Tell him it’s an order (go to 19)

10
You tell him the Libyan mission will be good for his career. « Francis, you
have the potential to take on a senior position in Construx. But to get
there you need more international experience. We need to be sure of
your commitment and that you can deal with major problems that come
up. »
You ask him to think the offer over and let you know tomorrow.
He replies « I’ll sleep on it ».
+ 2 points
Go to 13

11
You tell him it’s for the good of the company.
« Francis, we need you to go to Libya. You know that our Middle East
contracts are crucial to our profitability. We have several projects in Saudi
Arabia, Kuwait and Qatar. If the Libyan government invokes penalty
clauses, word will get around and our reputation will suffer. Your track
record shows you are the guy to take over the Benghazi project. That’s
why I’m asking you to go. »
+ 1 point
Go to 7

12
You call Granger to tell him he is going to Libya. He says he wants to know
more. You reply that you will e-mail him the project file.
After speaking to him you ask your assistant to send Granger the file.
Then your phone rings again. It is Granger and he says he wants to come
and talk with you. You agree and a few minutes later he walks into your
office.
+ 1 point
Go to 9

13
The next day at 9 am Granger calls to say he’s turning down the
assignment. You ask him why and he replies that since he got back from
Mexico a problem has come up in his family.
Go to 18

14
One hour later you get an e-mail from Granger. He acknowledges receipt
of your e-mail informing him of his impending transfer to Libya but he
doesn’t indicate if he will accept it. He asks for a meeting with you to
provide him with more information so he can make a decision.
Go to 15

15
You sense from his e-mail that he is reluctant to accept the transfer to
Libya. You call him and say « Francis, if you want to discuss this, come
over to my office right now. »
Go to 9

16
Granger explains that he only got back from Mexico 4 months ago. He
says that he realizes Construx would not consider sending him abroad
again if somebody else with the same qualifications were available. He
goes on to say that a problem has come up in his family that makes it
difficult for him to leave the UK at the present time.
Go to 18

17
You call Granger in to explain why Construx needs him to go to Libya. He
arrives 10 minutes late and says he was on the phone to his wife.
+ 2 points
Go to 9

18
Granger tells you that since he got back from Mexico a problem has come
up in his family.
What do you say?
A. Tell him that all married executives have family problems but that
personal issues should not stand in the way of his career (go to 30)
B. Tell him that family problems are none of your business (go to 31)
C. Tell him you have family problems too but they don’t stop you doing
your job (go to 24)
D. Tell him he can talk to you about the problem (go to 35)

19
You tell Granger it’s an order. Construx has been good to him and you
remind him that you sent him to do an MBA because you consider he has
the potential to become a senior manager. He replies that his personal
life is important too. He adds that he has been contacted by a
headhunter and although he has no plans to leave Construx, that could
change in the future. He finishes by saying that he only got back from
Mexico 4 months ago.
- 2 points
What do you do?
A. Tell him he has an hour to make a decision (go to 5)
B. Ask him to think it over and let you know tomorrow (go to 13)
C. Tell him if he doesn’t accept the Libya assignment you expect he will
resign (go to 6)

20
You should not be reading this page. Go back to the last page you were
reading and follow the instructions.

21
You tell Granger he’ll be helping you out of a jam if he accepts the
position in Libya. He replies that he knows he’ll be doing you a favour, but
that if you were a better HR manager you would not have this problem.
- 2 points
What do you do?
A. Accept his criticism but try to persuade him anyway (go to 8)
B. Say that your job is none of his business and that what concerns you
is his accepting the assignment (go to 16)
C. Tell him it’s an order (go to 19)
D. Ask him what he means by his remark (go to 7)

22
You decide to inform Granger via the corporate chain of command that
he is being posted to Lybia. You send an e-mail to his N+1, Chris Wright,
to tell him of your decision and instruct him to pass on the information to
Granger.
- 1 point
Go to 14

23
After you state that his posting to Libya is confirmed, Granger remains
silent. Then he says « I’d like to check something, I’ll be right back ». He
stands up, looks you in the eye and leaves your office. You wait for him to
come back but after 15 minutes your phone rings.
It is Chris Wright, Granger’s N+1, who tells you that Granger just gave him
a handwritten letter of resignation, effective immediately, « for personal
reasons. »
- 2 points
Go to 27

24
You have stated that your own personal problems don’t stop you doing
your job. Granger answers that may be true but argues that such
problems can impact on your job performance.
You ask him if he has a particular problem that is bothering him. You say
« I assume there must be, otherwise you would have accepted the
assignment without hesitating ».
- 1 point
Go to 35

25
Granger says that you may have paid your dues on overseas assignments.
Then he continues « after only 4 months back home you can hardly
expect me to go off to Libya when my wife has health problems. »
You reply « your wife’s health problems? »
+ 1 point
Go to 35

26
Granger feels that you have him over a barrel and that he has no choice
but to quit. He takes a sheet of paper and writes a curt letter of
resignation, effective immediately, « for personal reasons ».
- 2 points
Go to 33

27
Francis Granger has given up his job with Construx. A talented high flyer
with a promising future in your company has decided to quit and you
don’t really know why.
Do you think you adopted the right approach? Did you really have to
force Granger’s hand?
If you think a different approach would lead to obtaining more
information, make a different decision.
Go to 31

28
Do you really think that your attitude and statement is the kind of
response that a man in Granger ’s position would appreciate?
He’s trying to balance his career development against his family
problems. Your reaction may be interpreted by him as uncaring and
superficial.
An on-site executive who is experiencing stress and uncertainty will not
perform to his full potential. The interests of Granger and Construx
appear to coincide, but you have given too much weight to Construx and
not enough to Granger.
- 2 points
Go back to 35 and make a different decision

29
You have told Granger you’ll call him back this afternoon.
+ 2 points
What should you do next?
A. Nothing, but call Granger this afternoon and tell him HR is going to
look for a replacement if the need arises (go to 39)
B. Call the mobility manager and ask why you weren’t informed of
Granger’s personal history sooner (go to 34)
C. Call a meeting with HR staff and the CEO to review HR policy so that
this situation does not occur again and examine what steps can be
taken to support Granger in solving his problem (go to 42)
D. Check with the compensation manager to see if he can provide
financial assistance to Granger to deal with his problem (go to 36)

30
You tell Granger that personal issues should not stand in the way of his
career.
He replies « well, they haven’t up until now. Since I got back from Mexico,
my wife has been having some trouble. I know my career is important,
but my wife is more important to me. You know, Construx has always
looked after its personnel. But right now the question is how much you
think I’m an asset to the company and whether you want me to stay. »
You conclude that you need more information about Granger’s problem.
- 1 point
Go to 35

31
You tell Granger that family problems are none of your business. You try
to moderate this harsh statement by adding that all executives in
multinationals have family problems, but that a good executive will deal
with such problems outside the context of the job so that it doesn’t
impact on his performance. Either that, or he should change jobs.
- 1 point
Now what do you say?
A. « As far as Construx is concerned, your posting to Libya is
confirmed. » (go to 23)
B. « I expect you to take on the assignment, or quit. » (go to 26)
C. « Tell me more about your problem. » (go to 35)
D. « I’ve never turned down an overseas posting and I expect you to do
likewise. » (go to 25)

32
Granger says « That sounds like a great idea, but I’ll have to find someone to
look after my kids and give my mother-in-law a hand. »
« So it’s settled » you reply. Granger nods in agreement and you continue
« I’ll e-mail you this afternoon to confirm the posting. » Granger leaves your
office.
+ 1 point
What do you do next?
A. Call the HR mobility manager and say Granger is going to Libya but may
have to be replaced at short notice if his wife’s condition worsens. Ask
him to check with Owen Goodall who would be available to go to Libya.
Finally, ask why you were not informed about Granger’s family history
before you assigned him to Libya (go to 34)
B. Call the HR mobility manager and say Granger is going to Libya (go to 40)
C. Call the CEO and suggest an immediate review of company policy on
mobility. You are taking responsibility for making an exception (go to 37)
D. Begin an immediate review of company policy on mobility, to make sure
that this does not happen again (go to 41)

33
Instead of taking the place of Leblanc in Libya, Granger has quit Construx.
Maybe you took a decision too quickly with insufficient information.
Maybe you were too harsh.
If you want to try again, go to 31.

34
You call the mobility manager and ask why you were not informed about
Granger’s family history before you assigned him to Libya. You tell him
that Granger has accepted the assignment and say that if personal
circumstances require he may have to be replaced before the project is
completed.
The outcome is that a billion dollar project may be adversely impacted
because Granger will be worrying about his family while he is on site. He
is going to Libya but is not 100% motivated. You don’t know if he will stay
until the project is delivered or if there will be a suitable manager free to
replace him if he has to come home.
Is this a satisfactory outcome?
- 2 points
This is the end of the Construx Action Maze for you and your team.

35
Granger tells you about his family situation. His wife Caroline is 5 months
pregnant and is on maternity leave from Morgan Stanley. She has just been
diagnosed with gestational hypertension, which if it worsens could lead to
the fœtus getting less oxygen and fewer nutrients. In this case she would
need to be hospitalized. Their 2 children, aged 12 and 7, are at boarding
school in Wiltshire and come home to London every weekend. His mother-in-
law is 76 and stops by to see his wife twice a week and also stays at
weekends. “So you see, my family needs me right now. If Caroline goes to
hospital, who will look after the kids? That’s why I’m reluctant to accept the
assignment in Libya.”
+ 2 points
What do you say?
A. “Go to Libya and don’t worry about Caroline. If her condition gets worse
Construx will take care of her.” (go to 28)
B. “Go to Libya and you can come home once a month.” (go to 38)
C. “Company policy is that project managers on overseas assignments stay until
completion. But if Caroline does need to go to hospital, we’ll replace you
immediately.” (go to 32)
D. “I didn’t realize your problem was so serious. I’ll see if we can get someone
else, but you may have to go to Libya. I’ll call you this afternoon.” (go to 29)

36
The compensation manager says they will pay for a child minder if
Granger’s wife is hospitalized.
You call Granger back to tell him Construx will meet any home expenses
incurred during his assignment in Libya. He can also fly back to London
one weekend a month, from Friday night to Monday morning.
Granger goes to Libya.
+ 1 point
But what about the long-term? Should Construx review its mobility policy
and procedures?
This is the end of the maze for you and your team.

37
Granger is going to Libya, but he is still worrying about his family. You
showed concern for his situation but didn’t manage to take the problem
off his mind.
Changing mobility policy won’t help Granger.
Will his job performance be impacted? What will happen if his wife is
hospitalized?
- 2 points

38
You tell Granger that he should go to Libya on the understanding that he can
return home once a month if his wife is hospitalized. Granger agrees,
reluctantly.
On site in Benghazi, he does his best to manage a complex situation. He is not
performing to 100% of his ability, but you are satisfied with the progress of
the project.
2 months after arriving in Libya, his wife is checked into hospital. The next
weekend Granger flies back to London to see her and make arrangements for
his children. During his stay he takes the opportunity to meet with other
construction firms and headhunters. He is offered a job with Bouygues UK
and the day before he is due to return to Libya he hands in his resignation.
You didn’t handle this situation very well. There is no project manager in
Benghazi and the Libyans are expressing discontent as some components of
the project are behind schedule.
- 3 points

39
You decide not to pursue the issue further and focus on other matters.
You call Granger that afternoon and say that you will look for a
replacement if necessary.
You have not dealt with the short and long term problems in the Granger
case. He’s going to Libya, but he is still concerned about his family
problem and his motivation will suffer. The successful completion of a
billion dollar contract is weighing heavily on his shoulders.
Is this an optimal outcome?
- 2 points

40
You managed to persuade Granger to take on the assignment in Libya.
Now you can sit back and expect similar problems to crop up in the
future and you won’t be any more prepared to deal with them than you
are now.
Don’t you think Construx is ill-served by your lack of initiative?
- 2 points

41
A review of company policy to fit changing circumstances is always a
good thing.
But it doesn’t solve Granger’s problem. He is going to Libya reluctantly
and this may have an impact on his performance. What will happen if his
wife’s condition deteriorates?
Not an optimal outcome.
- 2 points

42
Your compensation manager says Construx will cover all expenses arising
from Granger’s wife’s pregnancy. He can also fly home once a month
from Friday night until Monday morning. That will reduce his levels of
stress and uncertainty.
A review of company policy on mobility is a good initiative for the long
term.
You have dealt with the problem from both angles, short and long term.
Granger has been motivated to do the job in Libya and the project should
be completed on schedule.
That afternoon you call Granger and thank him for accepting the
assignment. He expresses his appreciation for the understanding you
have shown on behalf of Construx. This appreciation will translate into
optimal job performance.
+ 3 points

Thank you for doing the Construx Action Maze

Construx Action Maze

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