>> I think the meeting went very well. I was uncomfortable when John came in. But a conflict because I do respect him, I do know the nature of his personality; yet, he was out of bounds. And I felt it was difficult for me, as a manager, to be as firm as I was; yet, it was the right thing to do. I was thinking about bringing him into the meeting; yet, what I actually believe is this was a confidential meeting. And when you give an employee your confidence, they are absolutely, 100 percent relying on your word. So I could not have done anything different. I guess my first thought, if there's not a clear policy for violence, this meeting should be the catalyst to contact your attorneys to see, perhaps, we should have a policy for violence. Not just for violence, but a policy for a number of different factors that are happening every day in the workplace because we really don't know why he's angry at her. And she was alluding to the fact that there may be sexual harassment. I'm really not clear, quite frankly, what is and what is not sexual harassment unless it's written down. Because, again, before you can really terminate an employee, before you can even reprimand an employee, you need criteria. And when you have gray area, you're opening up yourself to a lot of problems. My strategy for handling Gloria is to assure her that I support her 100 percent that she is in charge. She has my confidence. And because of this, there is no question that she should walk out of this office and feel that I am not 100 percent behind her. I don't have to agree with her, but I want her to know that she is the senior manager. And if I'm managing director, that's the way it is. That's the only way that an operation can run. I offered potential termination because that was the last straw. And I wanted her feedback because if it really is a personality issue and not a performance issue, I think her answer, as she gave it, saying, you know, maybe I don't think he should be terminated. That told me something. And that told me that he's doing okay. At our next divisional meeting where they ask for options -- where they ask for suggestions, I think this is a perfect suggestion to bring up. Me, as a manager director, to all the other C-level executives to say this is a situation that happened. I'm not going to tell you who they are. How do you think we should handle this as a corporation because we're growing? We're merging. We've found out here we have an employee that came from a competitor. She may not have been at all familiar with our policies, nor were we familiar with hers. But if we're in this industry and if we're growing and merging, there's going to be a lot of incongruities. And we should make it all very established. And we have that responsibility to our employees to lay it out in black and white.