Vendor Managed Inventory Coordinator Question:

During the most recent project I managed, I found that one of the designers on the team was secretly sabotaging the project by communicating design flaws we were trying to fix directly to the client. The client respected this designer and his opinion, so I had to come up with a way of resolving the issue without jeopordizing our relationship with the client. I knew I'd be walking a very fine line but I decided the best approach was a direct approach. I called a meeting with both the designer and the client to discuss the design issues we were working on. I explained to the client, while the designer was present, that I had successfully completed many similar projects and the design flaws we were fixing were not out of the ordinary. I also offered to provide the client more regular communications. Recognizing that the design flaws were not what he had thought they were, he said that more frequent communications wouldn't be necessarily and just verified that we'd be completed on time. I assured him we would. Not surprisingly, the designer never felt it necessary to communicate directly with the client after that meeting.