Leadership Scenario: You have been a project manager for several years and are considered one of the rising stars in your company. Your recent projects have been very successful; you have always made more profit on your jobs than the company thought possible; you have hired good people and put together excellent project teams. For the past two months, since you are between projects, the company has used you as the team leader to put together a proposal responding to an RFP from a microelectronics company—Flashcom—for a $100 million chip facility. Your company is one of five invited by Flashcom to respond. If you could win this job it would be a first with this particular microelectronics company. You have worked hard with a team of 10 to put together a draft proposal that is responsive and will hopefully win the job for your company. Yesterday your team presented your draft proposal to a five-member company management team, chaired by the Vice President and Division Manager. The final proposal is due in three days. This was a go-no-go decision meeting. The management team asked several questions that your team could not answer very well. After much discussion at the conclusion of the meeting, the Vice President said, “I’m not comfortable with your draft proposal. There are too many loose ends and too many unknowns. Your team did a good job of putting the draft proposal together, but I don’t think we should compete. Prepare a letter to Flashcom for my signature, advising them that we will not respond to the RFP. Have the draft on my desk in the morning.” With that directive, the management team departs and you sit there stunned with your team members. Write the draft letter for the VP’s signature, and write a brief paper on how you will handle your team who labored with you for two months to put the draft proposal together.