Hi, I'm your boss. Don't like it? Too bad!
August 2, 2010 10:44 AM Subscribe
I was hired for a newly created management position at a company. The position that was eliminated to create this position used to indirectly report to one of my employees, weirdness and hurt feelings ensue.
I recently started at a company as a manager. The position I was hired for was newly created, and supervises several positions that previously reported directly to the CFO of the company. One of my employees has been very reluctant about this new reporting arrangement. I had some suspicions about the way the position this replaced reported, and I had it confirmed that the desk I replaced was reporting to my employee in a dotted line.
This has led to a lot of resentment by said employee towards my position, and I've been able to keep myself from taking this personally thus far. My question is, how do I assert myself as a this person's manager, while maintaining some deference for the fact that this employee lost a part time assistant and gained a manager?
I recently started at a company as a manager. The position I was hired for was newly created, and supervises several positions that previously reported directly to the CFO of the company. One of my employees has been very reluctant about this new reporting arrangement. I had some suspicions about the way the position this replaced reported, and I had it confirmed that the desk I replaced was reporting to my employee in a dotted line.
This has led to a lot of resentment by said employee towards my position, and I've been able to keep myself from taking this personally thus far. My question is, how do I assert myself as a this person's manager, while maintaining some deference for the fact that this employee lost a part time assistant and gained a manager?
I think that's too blunt and unhelpful, I'm afraid. I'd go for something more freeform, take a social opportunity to chat or set up a "where we are going" meeting where you listen to the person in question. You've not made this awkward situation, and if they're a grownup they'll get that. Get them on your side with a bit of positive reinforcement, take any good suggestions they have (while ensuring credit is given). Resist only the idea to make it a "you and them vs the CFO" scenario. Everything short of that is probably a win.
After all, a desk is just a desk. The company decided it needed one fewer monkeys and one more managers: there's presumably a reason for that.
posted by imperium at 11:46 AM on August 2, 2010
After all, a desk is just a desk. The company decided it needed one fewer monkeys and one more managers: there's presumably a reason for that.
posted by imperium at 11:46 AM on August 2, 2010
I think being authoritative, outwardly and obviously assertive about being their manager and alpha dog-like will foster more resentment than you currently deal with.
posted by kirstk at 11:56 AM on August 2, 2010
posted by kirstk at 11:56 AM on August 2, 2010
Best answer: I disagree. I think being all touchy-feely and open to their emotional issues is just fine, but eventually, you're going to have to assert authority. I think there's a middle ground of inviting the person for coffee and saying this: "X, thanks for meeting with me. I've heard what the office rumor grapevine's been saying and I know there's some internal upset over this position, and I'm sorry about that. I've also heard that you're the best person here for [skill]/know more about X than anyone/other compliment. I'm very confident that your professionalism will get us through this rough patch until we get to know each other better, and hope I can count on your continued excellent contributions towards the success of the department."
That's a little weasel-speakish so tweak it so it sounds normal coming out of your mouth. "Listen, I know this sucks, and I'm sorry about it, but we still need to work together. How can we best make this happen?"
You need to acknowledge the elephant in the middle of the room, but you should also make it clear that this is not management by committee. On the other hand, you don't want to alienate the people who are going to help you do well.
posted by micawber at 12:16 PM on August 2, 2010 [2 favorites]
That's a little weasel-speakish so tweak it so it sounds normal coming out of your mouth. "Listen, I know this sucks, and I'm sorry about it, but we still need to work together. How can we best make this happen?"
You need to acknowledge the elephant in the middle of the room, but you should also make it clear that this is not management by committee. On the other hand, you don't want to alienate the people who are going to help you do well.
posted by micawber at 12:16 PM on August 2, 2010 [2 favorites]
Different approaches work better for different personalities. If my boss were you, I know for a fact she would pull this person into her office, shut the door, and say, "I am your manager. You report directly to me. If you have a problem with that, you should find yourself another job." At this point, your problem person will likely back off, promise to and promise to play nicer. Or, they will say "good idea, I'll get my resume polished"--but I doubt it.
Just don't hold their hand about it. It doesn't set a good precedent.
posted by litnerd at 12:54 PM on August 2, 2010
Just don't hold their hand about it. It doesn't set a good precedent.
posted by litnerd at 12:54 PM on August 2, 2010
What is your personality? Do you prefer blunt-straightforward, do it now, or do you prefer consensus building, aim before you shoot? It's my experience that trying to use a technique that's counter to your personality is full of risk. Touchy feely person putting on brusk alpha coat is often not seen seriously. Likewise, for my way or the highway guy suddenly trying to get in touch with employees wants and motivations.
How would you want this dealt with if the situation was reversed? Go with that. It might not match the other person's personality, but you'll at least be operating in a context that you're familiar with and better able to deal with the other person's reactions.
posted by forforf at 1:05 PM on August 2, 2010
How would you want this dealt with if the situation was reversed? Go with that. It might not match the other person's personality, but you'll at least be operating in a context that you're familiar with and better able to deal with the other person's reactions.
posted by forforf at 1:05 PM on August 2, 2010
Best answer: There have been votes against being direct and open; I wanted to vote for it.
If you're dealing with a passive-aggressive personality and you go the direct route, they'll just ignore or twist it and continue to hate you: no harm done, really, because you'll still be where you're at now.
If you're dealing with a real person, they'll be relieved that you saw them, acknowledged them, and let them complain a bit about the unfairness of it all.
Really, the moodiness has nothing at all to do with you - it has to do with being demoted after possibly working really hard for some time.
Treat this person as you'd wish to be treated. Most likely, if you let them vent about the demotion, you'll end up with a devoted ally.
posted by goblinbox at 1:12 PM on August 2, 2010
If you're dealing with a passive-aggressive personality and you go the direct route, they'll just ignore or twist it and continue to hate you: no harm done, really, because you'll still be where you're at now.
If you're dealing with a real person, they'll be relieved that you saw them, acknowledged them, and let them complain a bit about the unfairness of it all.
Really, the moodiness has nothing at all to do with you - it has to do with being demoted after possibly working really hard for some time.
Treat this person as you'd wish to be treated. Most likely, if you let them vent about the demotion, you'll end up with a devoted ally.
posted by goblinbox at 1:12 PM on August 2, 2010
Response by poster: Thanks all for your input. I am generally a very direct person. I have more compassion than I normally would in this situation because I left my last job when I didn't get a promotion I had worked very hard for. When I had initially met with them to get a feel for what they did, I had talked to them about the information I would need from them and the changes I'd be implementing. However, it wasn't until today that I learned the history behind the departmental changes, which explained a lot of the passive aggressiveness and the reluctance to deal with me as a manager.
I'll definitely address this with them to get it out in the open.
posted by Zophi at 1:53 PM on August 2, 2010
I'll definitely address this with them to get it out in the open.
posted by Zophi at 1:53 PM on August 2, 2010
I have been in your position more than once. Here is how I have handled it. I have brought the individual(s) into my office for a short and concise meeting. I then acknowledged that there has been some history that may have lead up to certain expectations. I pointed out that those expectations were not met and that we find ourselves in a situation where we, as a team, have to move forward. Enlist their support for the team. Point out that success comes from cooperation with the goals of the team and that career advancement comes from demonstrated willingness to succeed. Point out that we are all being evaluated by our daily attitude as well as results and express the hope that each one of us is on the same team. Point out that even major sports stars are sometimes traded to other teams if they don't fit into the overall pattern of the team.
History is what happened in the past. No one can change it. The team can make a new history of failure or success.
posted by Old Geezer at 1:54 PM on August 2, 2010
History is what happened in the past. No one can change it. The team can make a new history of failure or success.
posted by Old Geezer at 1:54 PM on August 2, 2010
If it makes you feel any better, you should have been made aware (org chart?) of the fact that your reporting relationship had changed prior to you starting in your new position. The awkwardness is not your fault. And if this person ultimately decides that they need to leave, that is not your fault either.
posted by purlgurly at 5:36 PM on August 2, 2010
posted by purlgurly at 5:36 PM on August 2, 2010
This thread is closed to new comments.
"I am your supervisor. That is my job. I will be judged solely upon the success of this team. You are in Role X, on that team, and you will be judged on criteria X, Y and Z. Both of us need to recognize this roles and act accordingly."
This is one of those things you can't sweep under the rug, because it festers. Just gotta say it in plain language with a little bit of the alpha dog thrown in. "I am your supervisor" works wonders.
posted by Cool Papa Bell at 10:55 AM on August 2, 2010