This brief case, written in the second person, places student in the role of a fairly new research manager (RM) at the Kilbourne Group, a research and consulting firm serving public and private schools, ranging from K–12 to universities around the globe. The RM, who has been in the role for a little under a year, is faced with addressing the work patterns of a new subordinate, a research associate (RA) on the team. The RA, who is exceptionally talented and brings much-needed racial diversity to a fairly homogeneous team, has developed a trend of working far beyond the required hours per week and delivering reports beyond standard scope. All attempts to help the RA stay within established working hours and report parameters have not resulted in a change. Client feedback for the RA is mixed, ranging from a request for summarization of a too-lengthy report to requests that the RA in question work on all projects for certain clients because of the additional depth she provides. Students in the role of the RM must decide how best to handle the situation with the RA.