FastTrain

Here is a tale of too many managers – we shall call them Manager A (the top manager), Manager B, Manager C and Manager D.

Manager D is the person we were talking too and he had a bit of a predicament. He was receiving instructions from both his line Manager (C) and her line Manager (B). That might be less than ideal but workable if everyone agreed on the approach to be taken.

However, Manager B was giving instructions with which Manager C did not agree. So our client, Manager D found himself in a very difficult situation, conflicting instructions which caused paralysis of action, and dispute between his two most immediate superiors.

Even worse, this state of affairs had started soon after he arrived into his job and members of his new team were already leaving because of the problems between the two more senior managers.

We haven’t mentioned Manager A yet; well he is the Departmental Head and seemingly is unconcerned about what was happening despite the high level of staff turnover. It might be worth adding that this is a Finance Department that was heading towards its annual audit.

What can Manager D do about this situation? Well it is very difficult because any wrong move could affect his prospects within the organisation, but equally to do nothing is not an option. So we recommended the following:

1. Talk to his immediate line manager (C) in an assertive and non aggressive way. Explain that this situation was causing operational problems because of the conflicting instructions and ask for clarification.

2. Put the details of this conversation in writing, probably an email, to line Manager C as soon as possible after the meeting with a clear understanding of what was agreed.

3. Ask his immediate line manager (C) to talk to her line manager (B) to get agreement on policies and procedures and to explain what had been agreed between her (B) and Manager D.

4. When approached by Manager B with instructions, ask if Manager C was aware of these instructions. Then explain that to avoid confusion he would email Manager C with the new instructions to get her clarification and agreement. Both Managers (B & C) should receive the email. He should keep a record/copy of any replies.

5. If Manager B became aggressive and told Manager D not to consult with Manager C then he should ask for that instruction in writing; always being careful to keep the conversation calm, polite and non personal.

6. If the situation did not improve after a few weeks then Manager D should speak to Manager A to seek further guidance.

7. If none of these actions work, then leave the organisation – life is too short to be in the middle of a war between two senior managers.

Any additional thoughts?