Problem Solving Application Darkness in the C-Suite at Uber Do you remember Travis Kalanick, the founder and former CEO of Uber? Ample evidence from an employee survey, testimonials from other execu- tives (both inside and outside of Uber), and busi- ness partners provide compelling evidence for a number of troubling traits exhibited by Uber's founder and former CEO. When public opinion of the company took major hits due to numerous scandals-sexual harassment at corporate, allegations of rape and other illegal behavior by drivers, and a perception of greed and exploitation when it implemented surge pricing during a taxi strike at JFK airport- Kalanick claimed Uber had a public relations prob- lem, instead of acknowledging the company he founded and created had a serious culture prob- lem. This was further exacerbated by his seeming disregard, If not outright encouragement, for ram- pant sexual harassment. In addition, there is the infamous video of him arguing with an Uber driver during a ride he took. You may recall the driver expressed his concerns about the company and the challenges faced by drivers. Instead of taking these concerns as feed- back, Kalanick showed a blatant lack of empathy and a great deal of arrogance by blaming the driver, and people like him, by stating they didn't take enough personal responsibility for their own lives. And later, when convinced by others to meet with the driver and apologize, he doubled down and argued the same points again! Another employee who witnessed the meeting described his own reac- tion as deeply troubling. The lack of willingness to accept responsibility for negative behaviors and events (e.g., sexual harassment) was exacerbated further still by bullying and retaliation against those who complained to HR.74 Kalanick has also been described as unrelent- ingly combative. In meetings he routinely switched between praising and tearing down individuals. Jeff Jones, Uber's former president, quit after only a few months and was so eager to leave he didn't even negotiate an exit package, leaving millions of dol- lars behind. Adding insult to injury, Uber employees were asked to rank specific business leaders, both inside and outside the company, for a survey and Kalanick ranked last in tech company CEOs!75 Using a quick checklist: Grandiose self-importance. Check. Lack of empathy. Check Arrogant. Check Sense of entitlement. Check. Demand excessive admiration. Perhaps. Although Travis Kalanick has already stepped down as CEO, assume he hasn't, and apply the 3-Step Problem Solving Approach below. Apply the 3-Step Problem Solving Approach Step 1: Define the problem in the confronting Uber's board of directors. Step 2: Identify the OB concepts and theories that may point to the cause(s) of the problem. What role did emotional intelligence play in the problem you defined? Which personality attributes are evident, and how might they have contributed? Step 3: Assume Kalanick was still the CEO and make a recommendation to correct the situation. Think both short-term and long-term