Q: Our company made a major acquisition a year ago. The owner of the company we purchased stayed as president of his company. Additionally, he decided not to sell 100 percent of his company, and now has some ownership in the larger combined company and serves as a board member. He reports to me directly. The problem is that, over a year later, he is putting up roadblocks and fighting the integration process we agreed upon at the time of the purchase of his company. This is a big problem and is getting more costly by the minute. What can I do?

John Dame is a CEO coach, executive team consultant and leadership strategist based in Susquehanna Township, Pennsylvania.

Q: It is hard enough to find great employees in today’s environment without causing them to leave. Over the past three years we have held steady at a 40% turnover rate. To add to that, one of the organization's key managers has just left. I think we have a serious problem. How can I stop this expensive employment treadmill that we are on?

Q: As hard as it is to believe, I have had one of my employees take my intellectual property and use it outside of our company to make money for himself. What should I do?

John Dame is a CEO coach, executive team consultant and leadership strategist based in Susquehanna Township, Pennsylvania.