Dear Juniper: agony aunt:

The streets are paved with...

Two years ago I joined a mid-sized bank to head a new business development initiative. Within a few months I was asked to transfer to London, which I did although considerable domestic upheaval was caused when my family was unable to move with me.

It wasn't long before the downturn started to impact the business effort I was spearheading and it became clear that our growth plan would be missed.

Last week I was told that our team was being disbanded and that in effect I was now without a job. I just cannot believe that the company has put me in this terrible position; exposing me, and everyone I care about, seemingly without a second thought.

What about all the commitment I have shown? I am so angry I feel speechless and I have no idea how to tell the team, let alone my family about what has happened.

Yours, Gutted

Dear Gutted

Welcome to London, where the streets are rarely paved with gold. Commitment is measured in months, not years, in the City and the current environment is shortening this further.

Although you feel gutted and now have the hard job of letting down and disbanding a new team, you must tell them immediately. You are the only person who can give this news and it will be better coming from you precisely because you do care and have shown commitment, even though you probably feel that it is you and not the business situation that has let everyone down.

All firms are making cuts and new business projects can be the first to go,

so lay out the facts in a straightforward manner to ensure everyone is in the picture. Only then can you, or they, begin to think about what comes next.

The same is true for your family who, however devastated, will be glad to have you back and doubly glad they didn't follow you to London.

Juniper

A case of too softly, softly?

This year I am dreading the annual round of appraisals. I lead a team of fund managers at a medium-sized asset management house and I pride myself on our flat, informal structure.

Everyone's performance as a fund manager is posted in the quarterly numbers, but the appraisal system has been meddled with by well-meaning people in HR in order to focus a lot more on softer issues, such as interpersonal skills and team-effectiveness.

Frankly, I find it almost impossible to criticise people I work and socialise with. If their funds are underperforming, then they already know it and don't need me to rub it in with low scores on their people and team skills.

Why kick someone when they are down? And if other aspects of their work are poor, I find it hurtful and embarrassing to tell them.

The other thing that concerns me is that I am judged partly by how well I hang on to my star players and if I say something to upset one of them they will be off and I will look bad.

All in all it seems easier to be nice to everyone but that's not really right either, is it?

Yours, Ashley

Dear Ashley

In addition to writing to me you may find it instructive to air your concerns about the performance management of your team in your own annual appraisal.

For whether or not being nice to people is right, it is hardly thesentiment you are showing towards your fund managers. People always prefer to be told where they stand rather than to continue in sublime ignorance about matters that can affect their appraisal, and presumably their rewards.

In my experience there is no such thing as a soft issue, only issues that managers find hard to get a grip on and discuss directly. Someone once said that sympathy is a substitute for skill.

Being nice instead of straight could be a prime example.

You might find that some open and considered feedback about how a fund manager's performance ties to that individual's behaviour, combined with an agreed plan for how you and the fund manager will work on doing better in future, not only helps you retain your star performers but also gives a boost rather than a kick to someone who is down. Incidentally, whether or not your own manager is as nice as you, your own soft ratings will also start to improve.

Juniper

Take the hint and button up

I wrote to you previously about the divide between our co-heads and the confusion this was causing to people at my level.

As you suggested, I raised it with my boss who, in the nicest possible way, told me it was none of my business. What do I do now?

Yours, Mel

Dear Mel

You could try treating it as none of your business. As I said previously, keeping your head down and staying focused on immediate results is one way forward.

If your boss is being that curt in response to you raising this matter, then it may well be prudent to button up and take the hint that the business is already on to the problem.

Juniper