If she indicates an interest in promotion and leadership, I will connect her existing behavior and its effects to her relatively slim chances of ever attaining such dreams. Another problem is that Sue is relatively new in the company and feels that she has to make an impression as a highly ambitious person. I will talk to Sue about this and ask her about her definitions of ambition, and whether this should necessarily include aggression. I will impress upon her the necessity of honesty and teamwork. When she leaves my office, Sue needs to be aware that her behavior is to change if she hopes to excel in a leadership position. I would therefore attempt to persuade sue by using her own beliefs and dreams.

In the case of Alice, I would also call her to my office and ask her whether she is aware of the opinions surrounding her actions. In case she is unaware, I will explain to her the problems associated with her high self-monitoring practices. For Alice, I believe I need to encourage a lower level of self-monitoring.

When the situation has been assessed, I will talk to Alice in more depth about her situation. I will tell her that other people in the business matter, but that this does not mean always telling them what she thinks they want to hear, or trying to please them all the time. Instead, I will emphasize that teamwork means meaningful contributions as well.

Currently, the main problem with Alice is that she attempts to please everybody, and that others view her as deceitful. She is not making meaningful contributions to teams, but instead is attempting to be what she believes others want her to be. I will use this tendency to please to help Alice develop self-monitoring skills that are more acceptable to her team members. While talking to Alice, I will then ask her how important it is to her to be popular. I will tell her...

Hence their respective low and high self-monitoring practices are somewhat miscalculated and perhaps also misread by those they interact with. After speaking to each of them, another solution could be arranging a gathering outside of the workplace, such as a day at the beach or an evening party. In this way, workers can come to know Alice and Sue outside of the workplace context, and either girl can learn to adjust her skill set towards gaining a better relationship with her coworkers.
Sources

Capadanno, Stephanie, Zapanta, Liezel & Buccoli, Molly. Prompting Plus Choice of Target Behavior Increase Compliance with Behavioral Self-Monitoring. Organizational Behavior Network. http://www.obmnetwork.com/resources/articles/main/Capadanno_PromptPlusChoice/

ChangingMinds.org (2007). Self-Monitoring Behavior. http://changingminds.org/explanations/theories/self-monitoring.htm

Holtzhausen, Derina. (2001, Jan 1). The Effects of Workplace Democracy on Employee Communication Behavior: Implications for Competitive Advantage. http://www.allbusiness.com/human-resources/workforce-management/817419-1.html

Mehra, Ajay, Kilduff, Martin & Brass, Daniel J. (2001, March). The Social Networks of High and Low Self-monitors: Implications for Workplace Performance. Administrative Science Quarterly. Database: FindArticles.com:

http://findarticles.com/p/articles/mi_m4035/is_1_46/ai_75579315/pg_4

Mehra, Ajay & Shenkel, Mark. (2005). Self-monitoring, Boundary Spanning, and role conflict in the Workplace. http://www.ajaymehra.net/Documents/bjomms05140r2inpress.doc.