Your boss, Bob, asks you to support him on a
project – his pet project.
Bob’s not looking for new ideas. You’ve tried. He feels he knows what to do and wants you to execute HIS approach.
Unfortunately, he’s been working on this for months,
through several iterations, and his ideas are failing. He doesn’t have the perspective or respect of
his internal clients whose participation is critical to success.
He expects to convince them that his way is the
best way. He believes his problem is a lack of "dedicated resources" (people and budget).
He’s not listening.
In an effort to show his boss, Joan, that he’s on
the verge of making progress, Bob suggests that you have a status meeting with her
in his absence.
As you discuss the project, you share ideas on how
to reach the target audience. Joan loves
them and feels they’re just what the project needs.
She asks you to take the ball and run with it.
You’re in a sticky situation.
You want to do what’s best for your company. You personally want to contribute.
You may not have intended to undermine Bob, but
you have. At least that’s what he’s going to see.
What do you do?
One thing I can add is that Joan is aware of Bob’s
managerial tendencies.
She shouldn’t have put you in this situation
without being prepared to facilitate your position with him. Bob continues to do what he’s always done
with no coaching, supervision, or repercussions.
That’s Joan’s fault!
In the absence of Joan’s support, you’re going to
have to deal with Bob directly and alone.
Tell him the truth. Tell him how excited you are to work on this project
with him. Ask him how he feels you
should proceed. How you can both manage
Joan’s expectations and get the job done successfully?
Bob has yet to learn that his team is his greatest
asset. It’s only through their skills
and expertise that his department will be successful.
Is it possible to prove that to him? How?
In this series:
Karin –
You’re so right. The fact is that no one in the hierarchy is dealing with the problems. They know they exist, but they often hope “they’ll work themselves out” – I see this often and have yet to see them work themselves out with no intervention.
The other issue is that Joan’s boss and her/his peers still see things getting done most of the time on time and don’t see that there is a problem.
Bob and Joan continue to have a high turn over rate, but even that doesn’t seem to worry anyone.
I was in a similar position once (a long time ago) and found that being completely objective and reporting delays and issues on projects actually helped identify a senior member of the organization as a destructive manager and roadblock. That situation was resolved by the CEO when the impediment was coached, warned, and then ultimately let go.
I’ve seen one other turn around too (where the person was not let go). But in 22 years I’ve only seen situations like this resolved (at the higher root cause of the problem) twice (out of at least 10 times that I’ve witnessed it).
Tough odds!
Hi Ann
Your last remark about Joan brings us back to the main issue IMHO: it’s more than just this project – ego problem.
Something ultimately essential is wrong in that (fictional?) organisation if all managers (Joan, Bob) are not taking their responsibility towards organisation and their team members.
As you say, it happens quite often in many businesses and organisation, but solving that – taking responsibility – should be the priority of all concerned before any other issues are tackled.
(But how to do that….?)
Karin H.
Karin –
Yes! But, how often do you run into those healthy teams – all the way up the ladder? In my experience, it’s pretty rare.
So, the questions become: how can we fix it? and/or how can we manage it and still be productive? (or even – do we belong here at all?!)
The best way to handle every sticky situation is to preempt it. But, that isn’t always what happens.
Once we’re there – what should we do?
I started thinking about this series because these are very typical scenarios I’ve seen – or they’re actually situations in which someone has asked me for advice.
I really do agree with your point though – Joan has a lot of responsibility here and she’s not handling it well at all.
a
Hi Ann
Agree with your scenario. But shouldn’t Joan (as Bob’s boss) manage Bob better? Now all the ‘carefully not to tread on anyone’s toes’ has to come from Bob’s team member.
A healthy team needs a healthy boss who needs a healthy boss etc 😉
Karin H.
PS – you are so right about the Captcha! Typepad’s is usually horrible but it is even worse today – it’s almost impossible to read!
Hi Karin –
Interesting approach.
One of the underlying problems in this situation is that Bob is pretty insecure and a bit immature in his management style. He means well, but he views his team as a threat to his success.
Approaching him that directly could feed his paranoia. Even thinking there’s a possibility you could be asked to take over his project is unfathomable to him and would likely make him suspicious of you – and you do have to live with him at work, at least for now.
I do think it’s a great idea to talk to him before you ever meet with Joan, though. But I think the conversation would go something like this:
“Bob, perhaps you and I should both meet with Joan. I know how important this project is to you and I think it would be very valuable for me to hear your interactions about key objectives. It would help me stay on the right track.”
If he doesn’t go, he doesn’t go.
Also as soon as Joan says something to you about taking the ball and running with it, you might try saying something (carefully) to her about your concerns.
“Joan, Bob has asked me to support him on this project. Why don’t I quickly write up what we’ve discussed and review it with both of you to clarify next steps and roles?”
It really is a tough situation because there are some management deficiencies on all sides.
Ann
Is it just me today? Do I need better glasses or is the Captcha even harder to ‘read’ than normal?
Karin H (after four tries finally posted the first comment above!)
Hi Ann
If Joan as well as you know about Bob’s ‘managerial tendencies’ IMHO I think the ‘point of no return’ (i.e. you taking over the project) should be made aware to Bob as soon as he suggested you would meet Joan for the status meeting.
Like in: “ok, Bob, I’ll do the status meeting for you, but if it turns out that Joan wants me to run the rest of the project are you ok with that?”
No hidden agendas, no ‘managing around’ hurt egos, just straight forward expectations and agreements.
Karin H. (Keep It Simple Sweetheart, specially in business)