#Person1#: Hey, Ken. . . I need to talk to you.
#Person2#: Sure. . . what's up?
#Person1#: Can we step into the conference room? This is a more private conversation.
#Person2#: Sure. . .
#Person1#: Ok. . . I'm just going to lay it all out on the table, What do you think of Vincent's management style?
#Person2#: Well, Vincent has only been CEO for a couple of years and. . . well. . . um. . .
#Person1#: I don't want to put you on the spot. Here's what I'm getting at, I don't think Vincent is the man for the job.
#Person2#: Really? And what led you to this conclusion?
#Person1#: As I see it, he lacks the proper vision. His style is more about survival, and he's not taking the company anywhere. He's treading water instead of swimming.
#Person2#: Well, I confess I've had my doubts about his abilities before. It seems he mainly got the job because his famous aunt pulled some strings.
#Person1#: I've been with this firm for 26 years and I'd hate to see it go down the drain due to poor leadership skills.
#Person2#: Me too. But what can we do? This isn't a reality TV show. . . we can't just vote him out.
#Person1#: Yes and no. . . We can't ask for a show of hands on who thinks he should be fired, but we can introduce a vote of no confidence at the next board meeting.
#Person2#: Interesting idea. You might be on to something.
#Person1# asks Ken about his opinion of Vincent's management style because #Person1# doesn't think Vincent is the man for the job of CEO. Ken confesses that he has had doubts about his abilities before. #Person1# thinks they could introduce a vote of no confidence at the next board meeting.
CEO