Published by:
Harvard Business Publishing
Length: 6 pages
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Abstract
In his first six months as head of strategic planning for the Knoxville Co., Dan Richards was a whirlwind of efficiency. His work habits and enthusiasm were contagious; morale at Knoxville had improved markedly since his arrival. Almost overnight, however, Dan''s performance waned. Over the next few weeks, his behavior continued to worsen. When finally confronted, Dan told the CEO that he needed to take some time off. Later, Dan''s wife called to explain that Dan was a diagnosed manic-depressive and had checked into a mental hospital explaining, "The doctor thinks he''ll be back to work in a month." But would a month be long enough? The CEO wasn''t sure Dan should return at all. Five commentators offer general advice about managing mental illness in the workplace.
About
Abstract
In his first six months as head of strategic planning for the Knoxville Co., Dan Richards was a whirlwind of efficiency. His work habits and enthusiasm were contagious; morale at Knoxville had improved markedly since his arrival. Almost overnight, however, Dan''s performance waned. Over the next few weeks, his behavior continued to worsen. When finally confronted, Dan told the CEO that he needed to take some time off. Later, Dan''s wife called to explain that Dan was a diagnosed manic-depressive and had checked into a mental hospital explaining, "The doctor thinks he''ll be back to work in a month." But would a month be long enough? The CEO wasn''t sure Dan should return at all. Five commentators offer general advice about managing mental illness in the workplace.