You’ve just hired a new CEO of your company, which is large and diverse.

The multifaceted nature of the company requires many people with specialized expertise in communications, cybersecurity, relations with government and with other companies, as well as specialized knowledge in many other areas. Your company’s relationship with others, especially with those with similar company characteristics, is on the whole good, despite the occasional disagreement. There are some companies, however, about which it is agreed among members of your board of directors, senior executives and yourself you need to be wary.

Inevitably, internally, there have been disputes, disagreements about specific decisions, as well as the general direction of the company, but again, for the most part, things are going well, despite certain philosphical differences. However, there was some disagreement about hiring your new CEO. He happens to be male and quite a few people would have preferred hiring a diferent candidate, a woman, including you. If anything, more of your other employees preferred the other candidate, but the board of directors, to whom you had entrusted the decision, chose the other candidate who has now been in the position for a short period of time.

Your new CEO talked big during the hiring process, but it doesn’t take long before you realize he has trouble realizing some of the promises he made (some he manages to accomplish, primarily because of help from others). Indeed, there are some people who are completely dedicated to the new guy and go out of their way to make your employee look good; one impact of how he operates is that it reveals that things weren’t really that great internally, after all. He knows how to take advantage of this, not to improve the company, but to benefit himself.

Over the next few monhs, several of the employees in quite senior positions who were hired to assist the CEO with difficult issues outside his own area of expertise leave the company. You find that he is making decisions and announcing them at will, without any approval from you or the board of directors. He doesn’t care what his advisors say — he knows better than anyone on a whole lot of different subjects, subjects in which he objectively speaking shows a great deal of ignorance .

It becomes clear that he often lies, sometimes mispresenting events that have happened and sometimes fabricating information, results of company projects or the actions of others in the company out of whole cloth. But this is not the only problem as far as lies are concerned, because you discover he is requiring other employees to lie for him, to make him look better, especially, but certainly not only, in comparison with his predecessor.

The CEO starts having public fights with many people and groups; it’s not unusual that there are sometimes a few arguments or a bit of hostility, but it’s reached the point where, except for one or two members of these groups, he exhibits ongoing and public antagonism towards them. The good, even excellent, relationships with other enterprises start to deteriorate, while at the same time, the CEO cozies up to those you’ve distrusted in the past. You find, as well, that they are working with competitors to help them and to hurt others in the organization.

You find out that the CEO is carrying on his own business, a chain of high-end restaurants, although technically it is being run by relatives. Sometimes other employees hold company events at his restaurants, as do people from other companies. He’s also appointed relatives to positions in the company where the relatives also can benefit themselves; indeed, these relatives become involved with your company’s operations, although they’ve never been been formally considered for them.

Although the CEO has a very good fund to pay for legitimate expenses, you discover that he ise using it to hold big events to promote his keeping hisjob beyond his current contract — to make it seem okay, he sometimes will take an hour or so to do some actual business. But when he go out of town for these events, you’ve been told he doesn’t always pay what he owes those who provide services for these events.

He doesn’t prepare for meetings or even public pronouncements. Even when he does talk from prepared notes (prepared by other people), he ad libs, sometimes with crass remarks, sometimes with fabrications, sometimes with insults to others. He seem incapable of writing comprehensible sentences, but he insists on sending out notes to all and sundry without checking with anyone first.

Although far from perfect, your company has committed to policies designed to increase equality in the firm. You were shocked to hear the CEO make misogynist and racist comments in private meetings and also in public settings.

In short, your CEO is highly incompetent in carrying out the job for which he was hired, his actions raise serious ethical and moral issues and his conduct, unfortunately aided by others, makes it difficult to achieve the company’s goals.

HOW LONG WOULD IT TAKE YOU TO FIRE AN EMPLOYEE LIKE THIS?!