The surf shop is currently at a crossroads. It is not enough anymore to simply have an employee who can handle lessons in the water; the business requires someone who is versatile, capable of teaching surfing while also managing the wide range of day-to-day responsibilities that keep the operation running smoothly. These responsibilities include handling bookings, maintaining equipment, ensuring safety protocols are followed, engaging with customers, and assisting with marketing or administrative tasks when needed. In short, the role calls for a person who is both an effective instructor and a reliable all-rounder.

Right now, Lacey, despite being enthusiastic and eager to learn, is falling short of these expectations. Her skills on the surfboard are not in question—she can demonstrate techniques and has a passion for the ocean—but when it comes to balancing that with organizational duties, her performance has been inconsistent. Important tasks are sometimes overlooked, customer follow-ups are delayed, and the sense of professionalism that Abby, the manager, believes is essential for the business has not been consistently demonstrated. Abby is adamant that unless the shop employs someone who can truly combine both sides of the role—surf instruction and daily management—the business will struggle to regain its footing. She insists that this dual capability is the only way to get the shop back on track and to rebuild the reputation and steady flow of customers they once enjoyed.

For Mali, however, the situation feels much more complicated. On a practical level, he understands Abby’s concerns and knows she is probably right about what the business needs. Still, the idea of dismissing Lacey, their newest staff member, weighs heavily on him. He has a natural reluctance toward letting people go, particularly someone who is still new, adjusting, and perhaps just in need of a bit more training and support. The prospect of sacking Lacey feels harsh and premature, and Mali finds himself torn between the rational need to do what’s best for the shop and his personal sense of fairness, empathy, and loyalty toward an employee who has not yet had the time to fully grow into her position.

This internal conflict leaves him unsettled. On one side is Abby’s clear and uncompromising stance: the shop cannot continue to operate below standard, and change is non-negotiable. On the other side is Mali’s conscience, telling him that people deserve second chances and that it might be possible to nurture Lacey into becoming the capable team member they need. The tension between these perspectives makes the decision a difficult one, forcing Mali to weigh not just the financial health of the business but also the human cost of his choice.

Mali spends several restless evenings turning the matter over in his mind. He replays the small mistakes Lacey has made—misplaced paperwork, late updates on bookings, awkward customer interactions—and wonders if they are signs of deeper incompatibility or simply the natural stumbles of someone adjusting to a demanding role. He remembers his own early days in the shop, how overwhelming it was to juggle wetsuits, lesson schedules, and impatient tourists all at once. That memory makes him hesitate. If he had been judged so quickly, he might never have had the chance to prove himself.

Meanwhile, Abby grows increasingly frustrated. To her, the issue is less about patience and more about survival. The surf shop operates on thin margins, and a few bad customer experiences can quickly spiral into damaging online reviews and lost revenue. She argues that the business cannot afford to carry an employee who requires constant supervision or correction. Every day spent waiting for Lacey to improve is, in Abby’s view, another day the shop drifts further from recovery. Her determination clashes with Mali’s compassion, creating a quiet but mounting tension between them that underscores how difficult leadership decisions can become when financial reality and personal values collide.