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August 08, 2006 | Comments: (0)
Handling an unpredictable, intrusive personality
Dear Bob ...
Thanks for your response to my question about how to handle an unpredictable peer ("Handling an unpredictable personality," Advice Line, 7/6/2006). There's one aspect of the situation I didn't make clear, which might change your advice: My peer (call him "Ralph") regularly bypasses me and chews out people who report to me, or report to people who report to me. He also gives them assignments; one reason he'll chew people out is for not getting them finished on time.
How does that affect things?
- Still living among mood disorders
Dear Still living ...
Well, you could ask him to a meeting, close the door, and scream, at the top of your lungs, "What the BLEEP do you think you're doing! You want to mess up my organization? I'll show you what messing up an organization looks like! From now on it's open season on your staff."
You could, but it would be wrong. Even worse, it would be counterproductive, because there's no way you could do this discreetly. You could deny the conversation, but if you carried out the threat, too many people would know about this.
Assuming your CEO has no interest in intervening (if he/she did, this wouldn't be happening in the first place) I'd suggest a different approach. No guarantees - it's hard to overcome a weak or wrong-headed CEO - but it has a chance. That is:
In the next executive team meeting, raise it as an issue, without naming names. "We have a choice to make in terms of how we work together. Either each of us can directly approach the employees working in each others' organizations, assign them work, and criticize the results, or we can respect each other. As things stand, two things are happening. First, lots of employees are receiving assignments from at least two directions, creating overwork and confused priorities. And second, many of mine are becoming demoralized because some of you who are doing this have a very different, harsher leadership style than mine.
"Starting today, I'm going to authorize everyone in my organization to refuse any requests that aren't made through the proper channels, and to refer anyone who doesn't like it, no matter who they are and no matter how loud they yell, to me. It's the only way I can run things without the situation turning into complete chaos. Will that work for you?"
You'll get blank looks, as everyone pretends they have no idea what you're talking about. That's okay. Tell them you aren't going to name names, and that those who engage in the practice know who they are.
There are some risks associated with this, but I don't have any better ideas, and there are plenty of risks associated with doing nothing.
- Bob
Posted by Bob Lewis on August 8, 2006 05:21 AM
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Dr Bob: think you have the best idea, would just recommend a change in its presentation. You're suggesting that Still Living enact a governance policy to manage requests. So rather than diplomatically reading unnamed people the riot act in a management meeting, maybe it would be better to present it as process improvement. "To improve service and quality, our department is implementing a governance policy for managing requests. Here is a copy of the policy for everyone. We think its going to be very effective and really help out around here..." The policy would include all the aspects/controls you mentioned.
I've found weak CEOs usually abhor conflict, by doing this under the guise of process improvement, you get the point across (if not the desired result) without the perception of conflict.
Posted by: Mike at August 9, 2006 12:32 PMThere's another way to handle it directly. Just instruct your staff to ignore "Ralph"'s assignments. When he approaches one of them, they can politely say that they're busy working on assignments from their boss and that if he wants them to do something for him to please see the boss.
If Still Living is keeping his people busy they don't have time for Ralph anyway.
This will only take one encounter to send Ralph straight to Still Living, which is where he should have gone with his request anyway.
Posted by: Jeff Wilson at August 9, 2006 12:52 PMBob,
I actually like this advice, and have witnessed it successfully employed on a couple of occasions.
As you say, there are some risks, but if it's happening to multiple groups (and I suspect that it is), then they will all begin to take the hint that there is a way to resolve this long-term, and then the reckless influence of this mad colleague will be greatly diminished.
It is certainly much better than doing nothing or attempting to get the CEO to handle it.
I had a simalar situation.
Let your people know that the behavior of Ralph is counter productive. Any work they do should come from you. Ralph has to e-mail you the work to be done and then you can assign it (or reject it). This is also nice in that it puts in writting what he wants.
I could not get my Ralph to e-mail, but he did start coming to me first. Prior to assiging it, I would draft the e-mail and send it to him for his approval.
You have to keep in mind that my group supported Ralphs group so it was correct for him to ask us to do work, but it was wrong for him to chew my people out without my permission.
Posted by: Mark Wusinich at August 10, 2006 07:19 PMGood advice, but I'd implement the policy before going to the next executive staff meeting. That way you can determine if there are others beside Ralph who are taking advantage of your team.
I realize this hampers the "good buddy" system, but by metering the assignment of tasks as well as filtering what is within scope, you get a better handle on the demands placed on your resources that will aid you in justifying any staffing changes.
Chris Gallagher
Cary, NC
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Three books. Three ways to change the world, your life, or at least Bob Lewis' bank account. Leading IT: The Toughest Job in the World distills the world of IT leadership into eight learnable skills and gives you concrete, practical techniques for each one of them. Bare Bones Project Management: What you can't not do makes project management manageable, even for first-time project managers with no formal training in the discipline. ManagementSpeak: What managers say/What they mean … well, it won't help your career, and won't make you a better manager. Mostly, it will make you chuckle, guffaw, and maybe even chortle. Make friends - it's the perfect gift for anyone who has ever suffered through one of those meetings. Order your copies today! |
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