HBR Case Study. Bulwark Se-aunties has promoted one of its star sales reps, Rafferty Gold-stone, to manager, but after six months he's awash in problems and on the verge of quitting. Is he primarily to blame? What about his managers did they provide enough guidance? And does the company really know what it's doing when it promotes people? "When a New Manager Stumbles, Who's at Fault?"