Frank Blake just blew it.

Before we focus on the management screw-up at Home Depot, which some may perceive as a premeditated mortal sin, here is some background.

Blake, CEO of the Atlanta-based corporate giant, has worked hard to keep the world's largest home improvement retailer going in what has been a difficult economy. Dramatically affected by the housing market downturn, the Home Depot business scorecard reflects Blake’s struggle. Here are the company’s second-quarter numbers:

Reported revenue at $19.1 billion was down 9.1 percent. Net earnings reported as $756 million was down almost one-third, year-to-year. In the all-important retail business measure of same-store sales, Home Depot operating performance was down 6.9 percent. Given the economic environment, the numbers could be worse, much worse.

Blake’s statements about business results seem reasonable and reflect the market reality since his ascension, in January 2007, to the duel posts of Home Depot chairman and CEO.

His comments include: “Concerns about the housing market, rising unemployment and softness in the overall economy continue to pressure consumers. Our business performed well in a down market, we captured market share and drove operating productivity.”

Blake has been smart to also cite Home Depot employee efforts. “I want to thank our associates for their hard work in an incredibly tough environment. Their passion and focus on customer service are our strongest competitive advantage.”

That’s true, as anyone who has been frequent Home Depot customer knows. So, if Blake meant what he said, how did he blow it?

Let’s frame the situation for you. Home Depot is headquartered in Atlanta. The site of the management screw-up is store 6878 located 535 miles south in Okeechobee, Fla. For corporate apologists and those prone to rationalize, we understand: out of state – out of sight – out of mind.

Still, there are no acceptable excuses for this Home Depot policy and Blake’s permitted management practices.

In a nutshell, here’s what happened. Trevor Keezer started working at Home Depot to “earn money for college.” His goal was to go to school to become a nurse. Keezer said “for 19 months, ever since he started working as a cashier, he’s worn a button with an American flag on it that reads: “One nation under God, indivisible.‘ Readers will recognize the quotation from our country’s Pledge of Allegiance.

Keezer sees it as “his way of supporting American troops” – his older brother Steven soon deploys to Iraq for a second tour of duty – “and expressing his Christian faith.”

Keezer says “none of his managers mentioned the button on his Home Depot apron, except one supervisor who commented she liked it.”

But, then, last month, when he started bringing his Bible to work (to read during his break periods) his manager confronted him about the button. “That’s when I was told it had to come off, or I would be sent home.”

Sent home he was for six straight days.

On the seventh day, Frank Blake’s managers didn’t rest. They terminated Trevor Keezer.

Representing Blake, Home Depot spokesman Craig Fishel said “he could not comment on specific personnel issues.” Of course, Fishel took the opportunity to comment “The company’s dress code policy states that we do not allow non-company buttons, regardless of their message or content.”

In other words, unless and until Frank Blake takes action to incorporate an authorized Home Depot button with the words “One Nation Under God, Indivisible” — taken from our Pledge of Allegiance — then other citizens like Trevor Keezer, if among his employees, cannot honor God or country inside Blake’s Home Depot locations.

Spokesman Fishel says Home Depot has a “proud history” of supporting the military; and, that it sanctions several of its own buttons for employees to wear, including one that reads: “United We Stand.”

Keezer said he preferred to wear his button because “… every pin they showed me had no ‘God’ on it or anything.”

Fishel says the company gives employees several warnings when they violate the dress policy before terminating them.

Keezer added, “They kept telling me the severity of what (I?was) doing.”

Which prompts the question, Does Frank Blake understand the severity of what he or, if unbeknownst to him, his managers did? Blake has a long résumé of legal experience, which means he should know better.

Keezer was a model employee at Home Depot as evidenced by his record of having won six Homer awards, which is the highest award one can get at the company.

Now, if only Frank Blake would demonstrate the courage to take action by personally rehiring the 20-year-oldTrevor Keezer.

If Blake does the right thing, he just might deserve a ‘Homer’ of his own bestowed by the American people who would likely also help to improve Home Depot’s business numbers.

If Blake fails to act promptly, America’s citizens may begin to vote with their feet and buy from Home Depot competitors.

Richard Olivastro is president of Olivastro Communications, a professional member of the National Speakers Association and founder of Citizens For Change. He can be reached at Rich@Olivastro.NET or 877.RichSpeaks.