Who you callin' UPPITY? I work here, too!
July 6, 2010 5:56 AM Subscribe
I'm having trouble with people at work that think I don't "know my place." Trouble is, they are the ones that don't "know my place." How to nicely, but firmly turn this around?
I've been working at a small business part-time for most of the past year, and have recently become full-time. (I was working another contracted position, and wanted to honor that before going full-time. That contract has run out.) It's a business in which I have over 30 years general experience and 15 years specific experience. I am very good at my job, and it's only been this dire economy that has made it necessary to work for a smaller, family-owned (but not employed) business.
I've acceded to arcane systems and out-moded ways of doing things at this business, until going full time. I was hired for and based on my expertise, and the owner and manager have made it clear to me (and somewhat clear to the others) that I am there to improve the way things run and raise the standard of the business. I want to restate: the owner and manager are fully in support of the changes, they are necessary. They expect me to lead by example. (Working part-time allowed me to observe systems and people for over 9 months before making any move toward change -- a rare chance.) The on-site and I work as a team. I do not go above her or act w/o her approval.
Trouble is, the other employees are very comfortable in their boxes of duties and skills. Any small indication of change is a large cause of panic. For instance, a few days ago some new signs were necessary. It was an oversight that they hadn't been made and posted. Knowing where the template is on the PC, I went and made and posted said signs. Two of the other employees told me three times that it was someone else's job to make the signs. (The someone else was off for the holiday.) I finally told them that the signs were necessary, why the signs were necessary, and that I wasn't asking their permission to take care of the issue. (I have made similar signs before, and they knew it.)
Going forward, there will be more change, and I understand that one long-time employee (over 10 years, older woman) and one other employee (1 year, relatively inexperienced and young, but with a lot of potential) are going to be my hardest 'converts.' (They are the remaining full-time staff other than me at this location.) I am not alone in this, but management is more reactive than proactive in this business, and I don't think that's one of the changes we'll see soon (I jest, but really...).
We are already on friendly terms, and I'm trying to keep things as friendly as possible. But the older woman lost her temper yesterday (she is getting married this week, so add that into the mix) when I told her that it upset me recently to see 4 other employees standing around chatting while about 20 customers needed greeting and assistance, and I was the only one out there doing it. (Another issue I'm to address.) After I explained to her my feelings of frustration at the time, she ran to the manager and complained that I was "being bossy." (Which left me wondering what she would have done at the time if I'd asked her to assist me with the customers!) The manager completely backed me up, and now the woman is frosty.
I have never been comfortable working "in a box" whether that box includes a set of duties one NEVER works outside of or a set of rules/instructions that need streamlining, updating or improving. I'm made for consulting and creating new standards, so this is the perfect job for me! What I don't get is this death-grip on being sloppy and unprofessional that the current employees have, and it's making it difficult to communicate this change.
Oh, Hive Mind! HALP!
I've been working at a small business part-time for most of the past year, and have recently become full-time. (I was working another contracted position, and wanted to honor that before going full-time. That contract has run out.) It's a business in which I have over 30 years general experience and 15 years specific experience. I am very good at my job, and it's only been this dire economy that has made it necessary to work for a smaller, family-owned (but not employed) business.
I've acceded to arcane systems and out-moded ways of doing things at this business, until going full time. I was hired for and based on my expertise, and the owner and manager have made it clear to me (and somewhat clear to the others) that I am there to improve the way things run and raise the standard of the business. I want to restate: the owner and manager are fully in support of the changes, they are necessary. They expect me to lead by example. (Working part-time allowed me to observe systems and people for over 9 months before making any move toward change -- a rare chance.) The on-site and I work as a team. I do not go above her or act w/o her approval.
Trouble is, the other employees are very comfortable in their boxes of duties and skills. Any small indication of change is a large cause of panic. For instance, a few days ago some new signs were necessary. It was an oversight that they hadn't been made and posted. Knowing where the template is on the PC, I went and made and posted said signs. Two of the other employees told me three times that it was someone else's job to make the signs. (The someone else was off for the holiday.) I finally told them that the signs were necessary, why the signs were necessary, and that I wasn't asking their permission to take care of the issue. (I have made similar signs before, and they knew it.)
Going forward, there will be more change, and I understand that one long-time employee (over 10 years, older woman) and one other employee (1 year, relatively inexperienced and young, but with a lot of potential) are going to be my hardest 'converts.' (They are the remaining full-time staff other than me at this location.) I am not alone in this, but management is more reactive than proactive in this business, and I don't think that's one of the changes we'll see soon (I jest, but really...).
We are already on friendly terms, and I'm trying to keep things as friendly as possible. But the older woman lost her temper yesterday (she is getting married this week, so add that into the mix) when I told her that it upset me recently to see 4 other employees standing around chatting while about 20 customers needed greeting and assistance, and I was the only one out there doing it. (Another issue I'm to address.) After I explained to her my feelings of frustration at the time, she ran to the manager and complained that I was "being bossy." (Which left me wondering what she would have done at the time if I'd asked her to assist me with the customers!) The manager completely backed me up, and now the woman is frosty.
I have never been comfortable working "in a box" whether that box includes a set of duties one NEVER works outside of or a set of rules/instructions that need streamlining, updating or improving. I'm made for consulting and creating new standards, so this is the perfect job for me! What I don't get is this death-grip on being sloppy and unprofessional that the current employees have, and it's making it difficult to communicate this change.
Oh, Hive Mind! HALP!
I've had this. At one point I was thinking of switching careers and worked for a while in broadcast journalism, where I found a highly formalized pecking order. So to get a look in I took the lowest, gruntiest job there was.
One day when we were super-busy I had a fair bit of time on my hands - and quietly suggested that I could pitch in and read stuff, make sense of it and pass it over when necessary. It required generic reading and summarizing skills but - horror - you would have thought I'd asked to anchor the show.
In short - in some places people like their place. They've worked hard to get it and see it not so much as a reward for skill or expertise but recognition of time served. Disrupt that and you not only potentially show people up but you devalue them - literally.
Short of staging a coup and getting your boss to formalize new responsibilities I don't think you're going to be successful fighting vested interests. If you don't have the boss's support to expand your remit and push through change then the more likely outcome is that your colleagues will lock down.
Also: just because the manager backed you up to your face doesn't mean the manager didn't also back up your colleague. The oldest management trick in the world is just to agree with everyone and brush over the inconsistencies that entails.
posted by MuffinMan at 6:10 AM on July 6, 2010 [4 favorites]
One day when we were super-busy I had a fair bit of time on my hands - and quietly suggested that I could pitch in and read stuff, make sense of it and pass it over when necessary. It required generic reading and summarizing skills but - horror - you would have thought I'd asked to anchor the show.
In short - in some places people like their place. They've worked hard to get it and see it not so much as a reward for skill or expertise but recognition of time served. Disrupt that and you not only potentially show people up but you devalue them - literally.
Short of staging a coup and getting your boss to formalize new responsibilities I don't think you're going to be successful fighting vested interests. If you don't have the boss's support to expand your remit and push through change then the more likely outcome is that your colleagues will lock down.
Also: just because the manager backed you up to your face doesn't mean the manager didn't also back up your colleague. The oldest management trick in the world is just to agree with everyone and brush over the inconsistencies that entails.
posted by MuffinMan at 6:10 AM on July 6, 2010 [4 favorites]
Since she saw you as being 'bossy', maybe you need a new job title that reflects the role you have to play in changing the business? Perhaps one that reflects that you are supposed to be being 'bossy'?
And really, you need to take this to your managers - you say they've made it 'somewhat' clear what your role is to be. It sounds to me like they need to make it 'really' clear. As in, 'Kidelo is here to improve the way we do business. They are going to be working across the team to make things happen, but they will be asking you to make changes to the way you work, carry out tasks and help to deliver the change we need. Please support them in this and if you have any issues, speak to us or Kidelo if you're comfortable with doing so."
posted by Happy Dave at 6:10 AM on July 6, 2010 [2 favorites]
And really, you need to take this to your managers - you say they've made it 'somewhat' clear what your role is to be. It sounds to me like they need to make it 'really' clear. As in, 'Kidelo is here to improve the way we do business. They are going to be working across the team to make things happen, but they will be asking you to make changes to the way you work, carry out tasks and help to deliver the change we need. Please support them in this and if you have any issues, speak to us or Kidelo if you're comfortable with doing so."
posted by Happy Dave at 6:10 AM on July 6, 2010 [2 favorites]
You need to work on your team building skills. Seriously. You cannot effect real change by yourself. Seriously. No matter how good you are at your job, you will not be successful unless you get your fellow employees to buy in to the change. You'll need to use all the tools you can muster to make this happen, and accept the fact that "cheerleading" needs to be your top priority in the beginning. Trust me.
posted by raisingsand at 6:16 AM on July 6, 2010 [1 favorite]
posted by raisingsand at 6:16 AM on July 6, 2010 [1 favorite]
Talk one-on-one to your "hardest converts", and find out what problems, fears, and irritations they perceive.
If they're not aware of the precarious position of the firm, let them know about it a few days or weeks before you talk. If they don't perceive the problems you are, they might want to be aware of how fragile are their ties to employer-provided health insurance, and other middle-class trappings (subtly and compassionately conveyed).
Then, you need to convince them that the changes you propose, and the methods you use (and don't use), will speak directly to their fears and the problems they see.
Maybe Jane has always thought that it was silly to fill out two forms for the same thing; maybe young Joan really would like to be able to have a baby but doesn't see how she can ever take maternity leave. Maybe they both *hate* the current office furniture, but don't see why it can't just be replaced (or maybe you can find a way to link new furniture with other aspects of your revolution).
What you're doing _is_ designed to benefit them, isn't it? You just need to very clearly make those connections for them -- and prove to _them_ that you're a good listener in very concrete, observable ways.
posted by amtho at 6:19 AM on July 6, 2010 [4 favorites]
If they're not aware of the precarious position of the firm, let them know about it a few days or weeks before you talk. If they don't perceive the problems you are, they might want to be aware of how fragile are their ties to employer-provided health insurance, and other middle-class trappings (subtly and compassionately conveyed).
Then, you need to convince them that the changes you propose, and the methods you use (and don't use), will speak directly to their fears and the problems they see.
Maybe Jane has always thought that it was silly to fill out two forms for the same thing; maybe young Joan really would like to be able to have a baby but doesn't see how she can ever take maternity leave. Maybe they both *hate* the current office furniture, but don't see why it can't just be replaced (or maybe you can find a way to link new furniture with other aspects of your revolution).
What you're doing _is_ designed to benefit them, isn't it? You just need to very clearly make those connections for them -- and prove to _them_ that you're a good listener in very concrete, observable ways.
posted by amtho at 6:19 AM on July 6, 2010 [4 favorites]
Trouble is, the other employees are very comfortable in their boxes of duties and skills.
This seems like a somewhat condescending attitude. What I have learned in many years of line management is that HOW you do things is as important as what you do. Change might be good, but change introduced in the wrong way is not.
Two of the other employees told me three times that it was someone else's job to make the signs.
Seems like you are running over well-established workplace rules. You may not like the rules, they may not make sense to you, but obviously there are rules in place and you would do well to abide by them. Consider the fact that a workplace culture where rules are followed may be a helpful thing to you as you introduce change.
Middle management is a balancing act. You of course want to make your boss happy, but the people who report to you expect you to work against your boss when they need you too. If your manager backs you up and your employee treats you "frosty" you've failed in your balancing act.
Don't run over people. Listen, talk, and compromise. Try to achieve a consensus with the staff on what changes you make and how to introduce them.
Also do not underestimate the genius of those people who do those boring unimaginative tasks. They know their job better than you ever will. If you take the time to listen you will learn what you need to do YOUR job better.
posted by three blind mice at 6:20 AM on July 6, 2010 [3 favorites]
This seems like a somewhat condescending attitude. What I have learned in many years of line management is that HOW you do things is as important as what you do. Change might be good, but change introduced in the wrong way is not.
Two of the other employees told me three times that it was someone else's job to make the signs.
Seems like you are running over well-established workplace rules. You may not like the rules, they may not make sense to you, but obviously there are rules in place and you would do well to abide by them. Consider the fact that a workplace culture where rules are followed may be a helpful thing to you as you introduce change.
Middle management is a balancing act. You of course want to make your boss happy, but the people who report to you expect you to work against your boss when they need you too. If your manager backs you up and your employee treats you "frosty" you've failed in your balancing act.
Don't run over people. Listen, talk, and compromise. Try to achieve a consensus with the staff on what changes you make and how to introduce them.
Also do not underestimate the genius of those people who do those boring unimaginative tasks. They know their job better than you ever will. If you take the time to listen you will learn what you need to do YOUR job better.
posted by three blind mice at 6:20 AM on July 6, 2010 [3 favorites]
Best answer: I don't have specific advice, but I do have a book recommendation for you. Check out Switch: How to Change Things When Change is Hard. It offers methods on dealing with people who hate change. A pretty quick read.
posted by smalls at 6:25 AM on July 6, 2010 [2 favorites]
posted by smalls at 6:25 AM on July 6, 2010 [2 favorites]
Yeah... making your position 'somewhat' clear won't cut it here. Once your boss removes the 'somewhat' in that statement, you'll have some credibility in the eyes of the other employees.
posted by agregoire at 6:28 AM on July 6, 2010
posted by agregoire at 6:28 AM on July 6, 2010
Best answer: There is a psychology to this kind of thing. It's as old as any human organization. People naturally resist change because it is threatening, to their expectations and status and social capital, and this tendency is exacerbated in environments where that has been little change for a long time. In your case, it sounds like a prime issue in your office is fear surrounding the loss of status that may accompany your efforts to bring improvement.
The good news there is that this is a well-studied phenomenen and there are learnable skills and specific actions that can make changes go over a lot better. Here are some starting points where you can read up on it:
Changing Minds
Managing Change: Managing People's Fear
Biggest Mistakes in Managing Change
Managing Resistance to Change
There are about 100,000 of these sites and articles, and all of them essentially say the same thing. But it is an important thing. In my two most recent jobs, I was also tasked with turning around a lackadaisical staff and program. It's daunting and can be miserable to know you are walking around with a target on your back and getting criticism from both sides. If I wasn't lucky enough to have a mentor introduce me to some tools like these, I wouldn't have been successful. If I could boil down the most important elements of change, it's these: first, management is storytelling. Your process of change has a beginning, middle, and end before a new cycle will begin. At the the beginning, you must "honor the past." Acknowledge people for the hard work they have done and all they have achieved. Second, create urgency. There has to be a real need for change. If they can't see the need, paint a clear picture: "The marketplace has changed...the public has changed...pricing has changed...we aren't competitive with our peers...."..w.hatever it is, help them to really see it. Otherwise they think the need to change has been made up by the idiots at the top. Third, tell them how you are going to address the need to change. Describe the implementation plan you have, and any points at which you will be seeking their input and direction - and make sure those points are there. Create buy-in by giving people at least an opportunity to help control the process. You will be surprised if you do this that some people will emerge as your allies and help others start to accept the change too - or make clear exactly who is being a roadblock. Also, you do need to learn from what they have been doing. Sometimes things are in place for a reason, and you need to get at the underlying reason to make a change successful. Then, describe the future that you envision once the changes have been made. What will this department look like and function like in three years? What will customers say, internal and external? What will the press say? How will it feel to come to work? What can people hope for that is better than what they have now?
Finally, remain available. Acknowledge that change is never easy and we will all be learning as we go. Be willing to renege on decisions that actually are not working out. And when you finally start seeing success at what you were aiming for, celebrate the success.
Expect it to be bumpy and uncomfortable at times, but keep your eye on the end goal.
posted by Miko at 6:32 AM on July 6, 2010 [26 favorites]
The good news there is that this is a well-studied phenomenen and there are learnable skills and specific actions that can make changes go over a lot better. Here are some starting points where you can read up on it:
Changing Minds
Managing Change: Managing People's Fear
Biggest Mistakes in Managing Change
Managing Resistance to Change
There are about 100,000 of these sites and articles, and all of them essentially say the same thing. But it is an important thing. In my two most recent jobs, I was also tasked with turning around a lackadaisical staff and program. It's daunting and can be miserable to know you are walking around with a target on your back and getting criticism from both sides. If I wasn't lucky enough to have a mentor introduce me to some tools like these, I wouldn't have been successful. If I could boil down the most important elements of change, it's these: first, management is storytelling. Your process of change has a beginning, middle, and end before a new cycle will begin. At the the beginning, you must "honor the past." Acknowledge people for the hard work they have done and all they have achieved. Second, create urgency. There has to be a real need for change. If they can't see the need, paint a clear picture: "The marketplace has changed...the public has changed...pricing has changed...we aren't competitive with our peers...."..w.hatever it is, help them to really see it. Otherwise they think the need to change has been made up by the idiots at the top. Third, tell them how you are going to address the need to change. Describe the implementation plan you have, and any points at which you will be seeking their input and direction - and make sure those points are there. Create buy-in by giving people at least an opportunity to help control the process. You will be surprised if you do this that some people will emerge as your allies and help others start to accept the change too - or make clear exactly who is being a roadblock. Also, you do need to learn from what they have been doing. Sometimes things are in place for a reason, and you need to get at the underlying reason to make a change successful. Then, describe the future that you envision once the changes have been made. What will this department look like and function like in three years? What will customers say, internal and external? What will the press say? How will it feel to come to work? What can people hope for that is better than what they have now?
Finally, remain available. Acknowledge that change is never easy and we will all be learning as we go. Be willing to renege on decisions that actually are not working out. And when you finally start seeing success at what you were aiming for, celebrate the success.
Expect it to be bumpy and uncomfortable at times, but keep your eye on the end goal.
posted by Miko at 6:32 AM on July 6, 2010 [26 favorites]
"The Watermelon Hunter" story is always appropriate for this type of situation. I've been there (all the expectations without the title! Fun, fun, fun!).
Once upon a time there was a man who strayed from his own country into the world known as the Land of Fools. He soon saw a number of people flying in terror from a field where they had been trying to reap wheat. "There is a monster in that field," they told him. He looked, and saw that the "monster" was merely a watermelon.
He offered to kill the "monster" for them. When he had cut the melon from its stalk, he took a slice and began to eat it. The people became even more terrified of him than they had been of the melon. They drove him away with pitchforks, crying, "He will kill us next, unless we get rid of him."
It so happened that shortly afterward another man also strayed into the Land of Fools. But instead of offering to help the people with the "monster," he agreed with them that it must be dangerous, and by tiptoeing away from it with them he gained their confidence. He spent a long time with them in their homes until he could teach them, little by little, the basic facts which would enable them not only to lose their fear of melons, but eventually to cultivate melons themselves.
posted by KevinSkomsvold at 7:28 AM on July 6, 2010 [4 favorites]
Once upon a time there was a man who strayed from his own country into the world known as the Land of Fools. He soon saw a number of people flying in terror from a field where they had been trying to reap wheat. "There is a monster in that field," they told him. He looked, and saw that the "monster" was merely a watermelon.
He offered to kill the "monster" for them. When he had cut the melon from its stalk, he took a slice and began to eat it. The people became even more terrified of him than they had been of the melon. They drove him away with pitchforks, crying, "He will kill us next, unless we get rid of him."
It so happened that shortly afterward another man also strayed into the Land of Fools. But instead of offering to help the people with the "monster," he agreed with them that it must be dangerous, and by tiptoeing away from it with them he gained their confidence. He spent a long time with them in their homes until he could teach them, little by little, the basic facts which would enable them not only to lose their fear of melons, but eventually to cultivate melons themselves.
posted by KevinSkomsvold at 7:28 AM on July 6, 2010 [4 favorites]
Nthing--get to know the people who are resisting you, and try to understand their point of view.
And also understand--everyone right now is worried about their jobs. You, in fact, are only here because of the crappy economy, yes?
Change is worrisome, because change can mean layoffs. Even if you think that's not the case, Bringing in Outside Guy to Make Things More Efficient is sometimes code for "and then we'll lay off all the people we don't need anymore."
And as has been said, whatever your opinion of various people, they will not appreciate your "any monkey could do this!" attitude towards a job that is part of their identity.
Don't make this about you, and have some respect for the people you are now working with. Take an interest in their personal lives, do some non-work chatting. Find out what their peeves are--do they have any ideas for how things could be better? Maybe you could use those as bargaining chips.
If you've been working for so many years, surely you've noticed that sometimes you have to do these things to get people to go along with what you want to do. If you haven't, now's the time to learn.
posted by emjaybee at 9:57 AM on July 6, 2010 [2 favorites]
And also understand--everyone right now is worried about their jobs. You, in fact, are only here because of the crappy economy, yes?
Change is worrisome, because change can mean layoffs. Even if you think that's not the case, Bringing in Outside Guy to Make Things More Efficient is sometimes code for "and then we'll lay off all the people we don't need anymore."
And as has been said, whatever your opinion of various people, they will not appreciate your "any monkey could do this!" attitude towards a job that is part of their identity.
Don't make this about you, and have some respect for the people you are now working with. Take an interest in their personal lives, do some non-work chatting. Find out what their peeves are--do they have any ideas for how things could be better? Maybe you could use those as bargaining chips.
If you've been working for so many years, surely you've noticed that sometimes you have to do these things to get people to go along with what you want to do. If you haven't, now's the time to learn.
posted by emjaybee at 9:57 AM on July 6, 2010 [2 favorites]
Best answer: I've been on the employee side of this enough times to know that, especially since your superiors have wimped out and only been "somewhat clear" about your role, it's likely the employees have no idea what you're trying to do. Tell them. Don't get caught up in information hiding and all of those manipulative management habits. They have good reason to be insecure in their jobs right now as Mr. Newbie runs around changing things and maybe making notes about people who should be fired or laid off.
complained that I was "being bossy."
Isn't it your job to be bossy there?
Frankly it sounds like you've been put in the role of the heavy so that your superiors don't have to do anything too difficult and the employees don't see them as monsters. "Hands-off" management is an abdication of responsibility. Furthermore, if you're the only one putting yourself out there for change, it may also mean that you won't survive there after your changes are implemented.
In order for any of this to happen, though, your bosses need to sack up and lay down the law.
posted by rhizome at 11:57 AM on July 6, 2010 [1 favorite]
complained that I was "being bossy."
Isn't it your job to be bossy there?
Frankly it sounds like you've been put in the role of the heavy so that your superiors don't have to do anything too difficult and the employees don't see them as monsters. "Hands-off" management is an abdication of responsibility. Furthermore, if you're the only one putting yourself out there for change, it may also mean that you won't survive there after your changes are implemented.
In order for any of this to happen, though, your bosses need to sack up and lay down the law.
posted by rhizome at 11:57 AM on July 6, 2010 [1 favorite]
The Watermelon Hunter Story above makes me think those people didn't really deserve to learn those watermelons wouldn't kill them, and the man that taught them it wouldn't had resigned himself to living in The Land of Fools, and the first guy was really better off. Was that the moral I was supposed to take from that?
posted by BurnMage at 12:41 PM on July 6, 2010
posted by BurnMage at 12:41 PM on July 6, 2010
There's something I think merits highlighting in your question:
But the older woman lost her temper yesterday (she is getting married this week, so add that into the mix) when I told her that it upset me recently to see 4 other employees standing around chatting while about 20 customers needed greeting and assistance, and I was the only one out there doing it. (Another issue I'm to address.) After I explained to her my feelings of frustration at the time...
If you're concerned about professionalism, then you should never speak in terms of your emotional state in your work. Unless it's a sound stage or a theatre, work isn't a place for feelings.
You seem like a rational, smart, capable person, but that diction raised a red flag that your co-workers might not be the only only people who are acting out.
posted by dbarefoot at 2:05 PM on July 6, 2010 [3 favorites]
But the older woman lost her temper yesterday (she is getting married this week, so add that into the mix) when I told her that it upset me recently to see 4 other employees standing around chatting while about 20 customers needed greeting and assistance, and I was the only one out there doing it. (Another issue I'm to address.) After I explained to her my feelings of frustration at the time...
If you're concerned about professionalism, then you should never speak in terms of your emotional state in your work. Unless it's a sound stage or a theatre, work isn't a place for feelings.
You seem like a rational, smart, capable person, but that diction raised a red flag that your co-workers might not be the only only people who are acting out.
posted by dbarefoot at 2:05 PM on July 6, 2010 [3 favorites]
One thing I'm not clear here: are you the boss? Or aren't you? If you're not the manager, then frankly you have no business telling other people what to do/how to do it. No wonder they resent someone they would view as an interloper, assuming airs like they're the manager when they're not ("you're not the boss of me!"), and telling them what to do (the other question is what the manager was doing at the time).
Seconding others, you need to have your authority (if, indeed, you have authority) explicitly called out by mgmt with expectations of how staff will behave.
Secondly, I can see where you're coming from here, but your attitude is really bad for a manager. You clearly think the work is beneath you - and the employees, too. You seem to feel that being right is both self-evident, and all that's required for change. But people don't care about others being right, they care about being liked, feeling safe, feeling valuable, and being inspired.
Your actions with the signs, for example, clearly work against all these things.
a) you did the job yourself, implying they weren't necessary
b) you disregarded their advice that it wasn't your role, implying that their advice was worthless
c) you told them that what they thought was wrong
d) you told them that what they thought didn't matter because you were doing it, and it was done
e) you told them that you didn't need their approval or thought processes on a collective task that affected the workplace
f) you took ownership away from them by doing the job yourself
Now, I'm not saying that printing out the signs was wrong - it could have been the best thing ever - but treating your fellow employees like that is wrong. It's bad as a manager, where you have an explicit authority, and it's disastrous for someone trying to influence, for someone with soft power - which it sounds like is what you have.
Don't assume that because something's "right" that's going to be enough. Your personal relationship with employees will effect more change than the rightness could possibly hope to.
In summary, make people feel:
that they understand the goals of the company, and how their work links to them
valued
listened to
responsible & independent
part of a team
I work in internal communications trying to do this every day. These attributes are key to both employee happiness and job performance. You won't effect change without them. Care more about the person than the role, care about their opinion, care about their happiness. You'll get there. :)
posted by smoke at 5:47 PM on July 6, 2010 [2 favorites]
Seconding others, you need to have your authority (if, indeed, you have authority) explicitly called out by mgmt with expectations of how staff will behave.
Secondly, I can see where you're coming from here, but your attitude is really bad for a manager. You clearly think the work is beneath you - and the employees, too. You seem to feel that being right is both self-evident, and all that's required for change. But people don't care about others being right, they care about being liked, feeling safe, feeling valuable, and being inspired.
Your actions with the signs, for example, clearly work against all these things.
a) you did the job yourself, implying they weren't necessary
b) you disregarded their advice that it wasn't your role, implying that their advice was worthless
c) you told them that what they thought was wrong
d) you told them that what they thought didn't matter because you were doing it, and it was done
e) you told them that you didn't need their approval or thought processes on a collective task that affected the workplace
f) you took ownership away from them by doing the job yourself
Now, I'm not saying that printing out the signs was wrong - it could have been the best thing ever - but treating your fellow employees like that is wrong. It's bad as a manager, where you have an explicit authority, and it's disastrous for someone trying to influence, for someone with soft power - which it sounds like is what you have.
Don't assume that because something's "right" that's going to be enough. Your personal relationship with employees will effect more change than the rightness could possibly hope to.
In summary, make people feel:
that they understand the goals of the company, and how their work links to them
valued
listened to
responsible & independent
part of a team
I work in internal communications trying to do this every day. These attributes are key to both employee happiness and job performance. You won't effect change without them. Care more about the person than the role, care about their opinion, care about their happiness. You'll get there. :)
posted by smoke at 5:47 PM on July 6, 2010 [2 favorites]
Going forward, there will be more change, and I understand that one long-time employee (over 10 years, older woman) and one other employee (1 year, relatively inexperienced and young, but with a lot of potential) are going to be my hardest 'converts.' (They are the remaining full-time staff other than me at this location.) I am not alone in this, but management is more reactive than proactive in this business, and I don't think that's one of the changes we'll see soon (I jest, but really...).
These people are not your biggest obstacles. They are potentially your greatest allies. If you can get them on board, you're golden. They will lead the team's enthusiasm for or against you.
Find out what they are good at. Honour those ten years of experience and work. Emphasize that potential and energy. Sympathize with their concerns. Ask them how you can work together to make things better. Frame your ideas so they are designed to serve these people. Put aside your priorities for a bit and find out what theirs are. Assume that they have knowledge and expertise that you need to get this job done.
If you start asking for favours, it will be an uphill battle. If you start offering favours, things will go much more smoothly. Staff will support a manager who is working on their behalf, improving their work environment and strengthening their role. They will resent a manager who is imposing more work on them and/or threatening their role for no obvious reason.
posted by heatherann at 6:19 AM on July 7, 2010
These people are not your biggest obstacles. They are potentially your greatest allies. If you can get them on board, you're golden. They will lead the team's enthusiasm for or against you.
Find out what they are good at. Honour those ten years of experience and work. Emphasize that potential and energy. Sympathize with their concerns. Ask them how you can work together to make things better. Frame your ideas so they are designed to serve these people. Put aside your priorities for a bit and find out what theirs are. Assume that they have knowledge and expertise that you need to get this job done.
If you start asking for favours, it will be an uphill battle. If you start offering favours, things will go much more smoothly. Staff will support a manager who is working on their behalf, improving their work environment and strengthening their role. They will resent a manager who is imposing more work on them and/or threatening their role for no obvious reason.
posted by heatherann at 6:19 AM on July 7, 2010
There's also another attitude that comes across in your post that you may want to examine.
You come across as someone who feels that they are very good at their job, invaluable perhaps, and who only has to stoop to this level because of the economy. As soon as times get better, you're out of this shithole and away from these useless morons.
Whether you're explicitly feeling this way or not, it's coming across. It's no wonder they resent it. You are being uppity.
posted by heatherann at 6:23 AM on July 7, 2010
You come across as someone who feels that they are very good at their job, invaluable perhaps, and who only has to stoop to this level because of the economy. As soon as times get better, you're out of this shithole and away from these useless morons.
Whether you're explicitly feeling this way or not, it's coming across. It's no wonder they resent it. You are being uppity.
posted by heatherann at 6:23 AM on July 7, 2010
Response by poster: FYI: Resolved this week when the owners formally established my role within the company. Now all I have to deal with are the underminers and the backstabbers! Thanks everyone for your advice/dialogue and interest.
posted by kidelo at 5:27 PM on August 2, 2010
posted by kidelo at 5:27 PM on August 2, 2010
This thread is closed to new comments.
The owner and manager need to make it more than somewhat clear to the others what your position is. You can certainly work on changing people's minds about what your responsibilities are, but if you don't have the visible, enforced backing of the people above you in the organization, it's going to be an uphill battle.
posted by xingcat at 6:05 AM on July 6, 2010 [7 favorites]