As a mid-level manager, Kyle finds himself increasingly frustrated with employees and, in some cases, managers who don’t seem to share his work ethic. Ever since he was a teenager, Kyle has gone above and beyond at work. He was promoted often and enjoyed most of his roles.

However, recently the organization he has worked for since high school has been acquired by a larger company with very different values. In the past few months, there has been a focus at work on productivity at all costs. Kyle fears that those trying to meet these unreasonable targets may be unable to maintain safety standards, yet he also is discouraged by those on his team who seem to have just given up trying. In his management role, he knows that a leader should model expected attitudes and behaviours. However, in this case, he is struggling to know how to balance his commitment to always striving to meet employer expectations and workplace safety. He realizes that his safety concerns must first be addressed and then, with reasonable targets in place, he can address any outstanding performance issues on the team.