Because I'm In Charge
May 23, 2017 11:47 PM Subscribe
A colleague of mine (we'll call him Lewis) frequently initiates large organizational and technical changes and insists that everyone must comply to his plans because it's 'his decision'. These changes are often disruptive and geared towards his thinly veiled empire building (his record for successful delivery is pretty spotty). When challenged to provide good reasoning or to enumerate the benefits of such changes, he gets aggressive and re-emphasizes that he's in charge. He's a bully and his management team seems keen to allow it.
Help me figure out how to demonstrate to my management team that these tactics aren't an effective way for us to operate.
Lewis and I are both senior executives (same level, similarly sized organizations) overseeing technical functions at a large (somewhat traditionally minded) corporation. Lewis and I roll up to different C-level executives who are sometimes at odds but try hard to be close partners (the perception of a good partnership is highly valued at our company). Our organizations are partners and often have to work together to create software solutions for the company. Most importantly - I'm unsure if my boss will do what it takes to take on Lewis's boss to eliminate these tactics.
Here's a summary of the latest drama coming from Lewis:
Lewis has been tasked with solving Problem X for the company. Somewhere along the way, Lewis decided that in order to solve Problem X, he would need to take over Function J that currently lives within my team. I have a large team of folks currently handling Function J and doing a good job.
I've honestly tried within myself to try and understand how owning Function J will help Lewis solve Problem X but cannot seem to understand it. After multiple exchanges with Lewis - both verbally and written - Lewis is refusing to engage in a collaborative discussion and is instead insisting that it's his decision since he's been 'empowered to do whatever is necessary to solve Problem X' by his leadership. He wants me to transfer my staff to his team so he can immediately take over Function J.
Our bosses aren't really that technical. They don't understand what Function J is and wouldn't ever really question how it does or does not relate to Problem X. Solving Problem X is on everyone's mind (mine too). Worse - I think that Lewis taking over Function J will actually delay him in actually solving Problem X (Lewis is easily distracted and his team has a reputation for under-delivering). My boss is extremely frustrated with Lewis as a result of consistently missed dates for a multitude of other projects.
I've got a meeting next week with my boss, Lewis and his boss to discuss my concerns to Lewis's 'request' and to describe how I think it will put my areas of responsibilities at risk. I plan to be fact-based, describing why Function J has lived in my organization for years and that I don't see the value in moving it (Lewis's organization is in a different city, the staff won't relocate, etc). I know how the conversation is going to go, though - I will start laying out my thoughts and Lewis will jump in saying that he's in charge and then his boss will back him up. I know this is going to come down to what my boss is going to do.
Good news - I'm more articulate and even tempered than Lewis. I can lay out a better story verbally. I don't interrupt people. I think I have the facts on my side.
Sometimes, though, with bullies, that stuff doesn't matter. What else can I do to make sure this has the right outcome for the company?
Lewis and I are both senior executives (same level, similarly sized organizations) overseeing technical functions at a large (somewhat traditionally minded) corporation. Lewis and I roll up to different C-level executives who are sometimes at odds but try hard to be close partners (the perception of a good partnership is highly valued at our company). Our organizations are partners and often have to work together to create software solutions for the company. Most importantly - I'm unsure if my boss will do what it takes to take on Lewis's boss to eliminate these tactics.
Here's a summary of the latest drama coming from Lewis:
Lewis has been tasked with solving Problem X for the company. Somewhere along the way, Lewis decided that in order to solve Problem X, he would need to take over Function J that currently lives within my team. I have a large team of folks currently handling Function J and doing a good job.
I've honestly tried within myself to try and understand how owning Function J will help Lewis solve Problem X but cannot seem to understand it. After multiple exchanges with Lewis - both verbally and written - Lewis is refusing to engage in a collaborative discussion and is instead insisting that it's his decision since he's been 'empowered to do whatever is necessary to solve Problem X' by his leadership. He wants me to transfer my staff to his team so he can immediately take over Function J.
Our bosses aren't really that technical. They don't understand what Function J is and wouldn't ever really question how it does or does not relate to Problem X. Solving Problem X is on everyone's mind (mine too). Worse - I think that Lewis taking over Function J will actually delay him in actually solving Problem X (Lewis is easily distracted and his team has a reputation for under-delivering). My boss is extremely frustrated with Lewis as a result of consistently missed dates for a multitude of other projects.
I've got a meeting next week with my boss, Lewis and his boss to discuss my concerns to Lewis's 'request' and to describe how I think it will put my areas of responsibilities at risk. I plan to be fact-based, describing why Function J has lived in my organization for years and that I don't see the value in moving it (Lewis's organization is in a different city, the staff won't relocate, etc). I know how the conversation is going to go, though - I will start laying out my thoughts and Lewis will jump in saying that he's in charge and then his boss will back him up. I know this is going to come down to what my boss is going to do.
Good news - I'm more articulate and even tempered than Lewis. I can lay out a better story verbally. I don't interrupt people. I think I have the facts on my side.
Sometimes, though, with bullies, that stuff doesn't matter. What else can I do to make sure this has the right outcome for the company?
If Lewis takes in Function J, would that be detrimental to your team/employment? Unless this is the case, I'd be tempted to let him have it and watch him fall flat on his face. Why fight him when you can just let him sabotage himself?
posted by Jubey at 12:41 AM on May 24, 2017 [1 favorite]
posted by Jubey at 12:41 AM on May 24, 2017 [1 favorite]
Yep, your boss needs to be ready to go to bat for you, armed with arguments that will persuade Lewis's boss. You need to bolster your boss's understanding between now and then and get them grappling with the question of what will persuade Lewis's boss. Or failing that, you need to think about what will most influence both bosses and be ready to argue that yourself.
Also, this -- "Lewis will jump in saying that he's in charge and then his boss will back him up" doesn't jive with this -- "Good news - I'm more articulate and even tempered than Lewis. I can lay out a better story verbally." You need a good agenda that includes a space for you to tell your story, uninterrupted. Do you have an agenda? I'd think really carefully about the agenda and the structure of your remarks.
posted by salvia at 1:12 AM on May 24, 2017 [2 favorites]
Also, this -- "Lewis will jump in saying that he's in charge and then his boss will back him up" doesn't jive with this -- "Good news - I'm more articulate and even tempered than Lewis. I can lay out a better story verbally." You need a good agenda that includes a space for you to tell your story, uninterrupted. Do you have an agenda? I'd think really carefully about the agenda and the structure of your remarks.
posted by salvia at 1:12 AM on May 24, 2017 [2 favorites]
What else can I do to make sure this has the right outcome for the company?
- If you're going to get interrupted, is it possible to present a one page memo to them ahead of time?
- Can you cultivate a relationship with the boss that your boss and Lewis's boss share?
posted by salvia at 1:14 AM on May 24, 2017 [1 favorite]
- If you're going to get interrupted, is it possible to present a one page memo to them ahead of time?
- Can you cultivate a relationship with the boss that your boss and Lewis's boss share?
posted by salvia at 1:14 AM on May 24, 2017 [1 favorite]
I've honestly tried within myself to try and understand how owning Function J will help Lewis solve Problem X but cannot seem to understand it.
This seems like the key point. Just talking about why Function J belongs in your organization can come off as defensive. I'd focus on your confusion about how Function J relates to Problem X. Push him to answer the questions you brought up in your earlier exchanges.
In other words, be on Lewis's side -- you want to understand his viewpoint and work together to find the best solution to Problem X. If you talk it out, and everyone agrees that Function J would help Lewis solve Problem X, then great! But if he starts to get aggressive or talk about how he's "empowered to do whatever is necessary", he just ends up looking like an idiot. You can't effectively bully someone who's already on your side.
posted by panic at 1:45 AM on May 24, 2017 [17 favorites]
This seems like the key point. Just talking about why Function J belongs in your organization can come off as defensive. I'd focus on your confusion about how Function J relates to Problem X. Push him to answer the questions you brought up in your earlier exchanges.
In other words, be on Lewis's side -- you want to understand his viewpoint and work together to find the best solution to Problem X. If you talk it out, and everyone agrees that Function J would help Lewis solve Problem X, then great! But if he starts to get aggressive or talk about how he's "empowered to do whatever is necessary", he just ends up looking like an idiot. You can't effectively bully someone who's already on your side.
posted by panic at 1:45 AM on May 24, 2017 [17 favorites]
You said that good partnerships are prided in this organisation; use that in making your case (with the acknowledgment that it could put you in for some more work down the line)
Position this as a great opportunity to showcase collaboration between your two departments, working to an outcome.
Highlight that this could create a best practice model going forward that other "Special projects" could adopt, saving more money and resource.
Unambiguously talk about the other, critical work your function is doing and why they cannot be taken away from that without Blah happening. Mention risk and compliance here (can you get someone in risk or finance to attnd? If he wants your headcount the HR rep could should get involved and attend, also. There are other reasons why this is a bad idea, it may even be illegal depending on contracts etc, and possibly not something your org would do at the drop of a hat/at Lewis' level. Easily distracted? Slow him down with bureacracy and approvals. Maybe you need Organisational Change Management involved with this kind of thing. Drag in Finance, Legal, Risk, HR etc, don't make this mano e mano, get the organisational inertia on your side)
All of that is why a formal, structured engagement model is so important. You agree that fixing Problem X is a huge priority and you really admire that Lewis is stepping up to take on such an intractable problem, but we don't want to fix X, and create problems Y and Z in the process. Who will be the PM? What about governance?
Consider bringing up that hiring contractors for a limited engagement could result in more expertise, without having headcount that goes beyond the quarter/year/whatever, giving Lewis' project a scalability that taking permanent headcount won't offer - and possibly more expertise in a specific area (and, subtly, he won't have to engage with you or your department in what you've outlined will be a drawn out, horrible process).
tl;dr
1) Highlight your function's criticality - don't let him argue for headcount, argue for solving the problem - you present the model to him, not vice versa
2) Drown him in process
3) Drag in a phalanx of stuffy departments and other stakeholders - maybe even a committee representing the broader business!
4) Call out the risks - legal, hr, finance etc
5) Offer other solutions like contracting etc, one-off funding etc
6) Set the terms of engagement, what is the engagement process for function J (make one up if you need to!) and why that process must be adhered to
7) Wrap everything up in a values discussion so that his default solution unambiguously looks like it's against values
8) Give your boss a heads up to all this, and tell your boss what you need from them, and if they can give it, or if you should go higher.
You've got this.
posted by smoke at 3:55 AM on May 24, 2017 [12 favorites]
Position this as a great opportunity to showcase collaboration between your two departments, working to an outcome.
Highlight that this could create a best practice model going forward that other "Special projects" could adopt, saving more money and resource.
Unambiguously talk about the other, critical work your function is doing and why they cannot be taken away from that without Blah happening. Mention risk and compliance here (can you get someone in risk or finance to attnd? If he wants your headcount the HR rep could should get involved and attend, also. There are other reasons why this is a bad idea, it may even be illegal depending on contracts etc, and possibly not something your org would do at the drop of a hat/at Lewis' level. Easily distracted? Slow him down with bureacracy and approvals. Maybe you need Organisational Change Management involved with this kind of thing. Drag in Finance, Legal, Risk, HR etc, don't make this mano e mano, get the organisational inertia on your side)
All of that is why a formal, structured engagement model is so important. You agree that fixing Problem X is a huge priority and you really admire that Lewis is stepping up to take on such an intractable problem, but we don't want to fix X, and create problems Y and Z in the process. Who will be the PM? What about governance?
Consider bringing up that hiring contractors for a limited engagement could result in more expertise, without having headcount that goes beyond the quarter/year/whatever, giving Lewis' project a scalability that taking permanent headcount won't offer - and possibly more expertise in a specific area (and, subtly, he won't have to engage with you or your department in what you've outlined will be a drawn out, horrible process).
tl;dr
1) Highlight your function's criticality - don't let him argue for headcount, argue for solving the problem - you present the model to him, not vice versa
2) Drown him in process
3) Drag in a phalanx of stuffy departments and other stakeholders - maybe even a committee representing the broader business!
4) Call out the risks - legal, hr, finance etc
5) Offer other solutions like contracting etc, one-off funding etc
6) Set the terms of engagement, what is the engagement process for function J (make one up if you need to!) and why that process must be adhered to
7) Wrap everything up in a values discussion so that his default solution unambiguously looks like it's against values
8) Give your boss a heads up to all this, and tell your boss what you need from them, and if they can give it, or if you should go higher.
You've got this.
posted by smoke at 3:55 AM on May 24, 2017 [12 favorites]
Lewis is empire-building at your expense. His manager talks a good game but is enabling this behavior. Note that Lewis is also empire-building on behalf of his boss. If the team gets moved, they will be under Lewis's boss (via Lewis) rather than under your boss.
I think you need to recognize this behavior for what it is. You sound puzzled by the claim that the move makes sense. There's no puzzle. It's bullshit, but it's exactly what Lewis needs to do to build his empire: use aggression and baseless claims to get what he wants, despite the harm it will cause the organization. (Sound familiar? Lewis has a role model.)
When you meet, don't sound puzzled about the move. Be clear and certain, "This change doesn't make sense."
Be prepared for Lewis to accuse you of bad-faith. He will say that you are just trying to protect your turf (and maintain your empire) at the expense of the organization. He'll accuse you of doing exactly what he is doing. Stay calm, and try to bring things back to the technical merits in the simplest terms possible.
Be prepared that your managers may side with Lewis. They may respond better to his aggressive style than to your more reasonable style. If that's the case, the future could go two ways: Lewis could flame out spectacularly (in which case you could position yourself to clean up the wreckage and gain responsibility), or Lewis could end up as your boss and completely taking over your work.
If it's possible to meet with your boss in advance, that could help you set the stage. Don't feel like you need to explain all the technical details. You just need to be clear and level headed: things belong the way they are; this is not related to what Lewis needs to do; Lewis is a hot head and isn't making sense. (The last point needs to be addressed delicately, but it is what you want your boss to come away with.)
Good luck. This is a difficult situation to be caught up in.
posted by Winnie the Proust at 6:55 AM on May 24, 2017 [8 favorites]
I think you need to recognize this behavior for what it is. You sound puzzled by the claim that the move makes sense. There's no puzzle. It's bullshit, but it's exactly what Lewis needs to do to build his empire: use aggression and baseless claims to get what he wants, despite the harm it will cause the organization. (Sound familiar? Lewis has a role model.)
When you meet, don't sound puzzled about the move. Be clear and certain, "This change doesn't make sense."
Be prepared for Lewis to accuse you of bad-faith. He will say that you are just trying to protect your turf (and maintain your empire) at the expense of the organization. He'll accuse you of doing exactly what he is doing. Stay calm, and try to bring things back to the technical merits in the simplest terms possible.
Be prepared that your managers may side with Lewis. They may respond better to his aggressive style than to your more reasonable style. If that's the case, the future could go two ways: Lewis could flame out spectacularly (in which case you could position yourself to clean up the wreckage and gain responsibility), or Lewis could end up as your boss and completely taking over your work.
If it's possible to meet with your boss in advance, that could help you set the stage. Don't feel like you need to explain all the technical details. You just need to be clear and level headed: things belong the way they are; this is not related to what Lewis needs to do; Lewis is a hot head and isn't making sense. (The last point needs to be addressed delicately, but it is what you want your boss to come away with.)
Good luck. This is a difficult situation to be caught up in.
posted by Winnie the Proust at 6:55 AM on May 24, 2017 [8 favorites]
Sounds like it's going to be crucial to lay all this out super-clearly for your boss well ahead of next week's meeting
is it possible to present a one page memo to them ahead of time?
These are good advice: make sure you have meetings with all stakeholders except for Lewis before the meeting. Get senior management buy-in in advance, if you can. If you can't, you at least know you need to retool your arguments for the Lewis meeting.
posted by Mo Nickels at 8:36 AM on May 24, 2017 [4 favorites]
is it possible to present a one page memo to them ahead of time?
These are good advice: make sure you have meetings with all stakeholders except for Lewis before the meeting. Get senior management buy-in in advance, if you can. If you can't, you at least know you need to retool your arguments for the Lewis meeting.
posted by Mo Nickels at 8:36 AM on May 24, 2017 [4 favorites]
I usually successfully defend this kind of thing with "what specifically are you trying to get from Function J that you aren't already getting?" It usually makes them splutter for a bit, then becomes clear that the answer is actually nothing. If there's something, then "Oh, why didn't you just say THAT? I can do that for you. Great! Problem solved, good meeting, where are you going for lunch?"
Ideally this goes with your boss being pre-prepared also. It's nice even at times NOT like this to have the kind of relationship with your boss where you can have frank, off-the-record conversations like, "I think Lewis is going to try to take over Function J. What do you think of that idea?" If you both already agree that would be a terrible idea, you're not here wondering what your boss is going to do.
posted by ctmf at 6:51 PM on May 24, 2017 [2 favorites]
Ideally this goes with your boss being pre-prepared also. It's nice even at times NOT like this to have the kind of relationship with your boss where you can have frank, off-the-record conversations like, "I think Lewis is going to try to take over Function J. What do you think of that idea?" If you both already agree that would be a terrible idea, you're not here wondering what your boss is going to do.
posted by ctmf at 6:51 PM on May 24, 2017 [2 favorites]
Oh also, I've been accused of empire-building from time to time. In every case, it's because I've asked for something to be changed to help me better so many times I've given up on them changing themselves. But I'm not a 'just accept it' kind of person at work. So I can either make my own redundant group in-house and ignore them or... dun dun dunnnn...
It's not always "take over", sometimes they have a good reason. And then my best option is to make my own mini-version without whatever constraint they have preventing them from doing what I want. But sometimes it's inertia or tribalism, and THAT I can fix.
Does he need a field office of Function J at his location? A dedicated contact in Function J just to field his calls? A Function J representative at all his Problem X meetings? That's why the "what are you not getting, what can I do to help" strategy is so powerful. Instead of looking like you're resisting Problem X work by not giving him Function J, you're a team player, attempting to give key, clutch assistance from Function J however you can. Offer so much help he has to turn you down or underuse what you give him. There's not much he can argue with. Also, if he fails, he can't blame anything on Function J or you. You were bending over backwards to help, all he had to do was ask.
posted by ctmf at 7:15 PM on May 24, 2017 [4 favorites]
It's not always "take over", sometimes they have a good reason. And then my best option is to make my own mini-version without whatever constraint they have preventing them from doing what I want. But sometimes it's inertia or tribalism, and THAT I can fix.
Does he need a field office of Function J at his location? A dedicated contact in Function J just to field his calls? A Function J representative at all his Problem X meetings? That's why the "what are you not getting, what can I do to help" strategy is so powerful. Instead of looking like you're resisting Problem X work by not giving him Function J, you're a team player, attempting to give key, clutch assistance from Function J however you can. Offer so much help he has to turn you down or underuse what you give him. There's not much he can argue with. Also, if he fails, he can't blame anything on Function J or you. You were bending over backwards to help, all he had to do was ask.
posted by ctmf at 7:15 PM on May 24, 2017 [4 favorites]
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If your boss won't do that - for whatever reason - then you've already lost in advance, so probably no need to sweat over it. It sucks, but sometimes the bully wins.
Consider, though - even if you win this one, you'll probably have more Lewis-drama soon. Maybe even with extra desire for revenge, because you faced him down publicly. I guess this whole thing only really ends when either you or Lewis finds a different role somewhere else.
posted by rd45 at 12:15 AM on May 24, 2017 [13 favorites]