The caller ID on Matthew Spark’s phone read “Kid Spectrum, Inc.” It was someone from the Orlando office, probably administrative director Ellen Larson. She had been in daily contact with Matthew since he purchased the company, a provider of in-home services for autistic children, eight months ago. He appreciated Ellen’s eagerness to help him build the business, even if she was sometimes high-maintenance. Kid Spectrum’s previous owner, Arthur Hamel, had told Matthew that Ellen, with nearly two decades of experience in health services, would be one of his biggest assets.
“Matthew, it’s Ellen. I don’t want to bother you again, but we have a situation down here.”
Matthew sat back in his chair and readied himself. The “situation” could be anything from the copier running out of ink to the building catching on fire.
“I’m calling about Ronnie,” she said.
Ronnie Emerson was director of clinical operations in Orlando, a position Matthew had created soon after taking the reins at Kid Spectrum. Ronnie, whose son had Asperger’s, had been working with special needs children his entire career and had been with the company for a decade. The other 40 clinicians on staff regularly turned to him for advice. So it had seemed like a no-brainer to promote him to a formal management role.
“He’s not up to the job,” Ellen said now.
“That’s a strong statement, Ellen,” Matthew said.
“I know, but it’s true. He’s still resisting the new protocols for time sheets. It’s been eight months, and he has yet to complete them on time. You know the impact that has on insurer reimbursement. And he’s hardly ever here in the office.
