About Me

Tuesday, January 9, 2018

The only point is: What are you going to do about it?

The Management of the company is changing and so are some people's behaviors. It is only natural, I know. Some people want to emphasize their importance. Some want to be "noticed" by management. Some are considering changing their jobs. Some want to be just left alone. The new management want to show how bright and smart they are. The consultants they bring talk about things we already know and implement. So on and so forth...

Under these circumstances, I can panic, overreact, underreact, resign, show cooperation, be a pain in the butt, etc. There are a zillion ways to react to anything and everything. I can keep cool and have fun or I can get mad and argue.

The point is what am I going to do about each and everything that is and, will be happening?

Well, to keep my sanity and self-respect, I will consider each situation carefully, decide on a sensible course of action and act accordingly. I will make this my motto and remember it every day.

Here are a couple of cases and what I decided to do:

Case A: The new management strategy is to go into new areas of business. They asked me to come up with a list of my technical staff who is capable of learning fast and who will adapt to the new subjects easily. A good deal of money will be spent on some training courses and exams. Meanwhile, one of our sales guys told the new CEO-to-be that he is concerned about the capability of our technical team.

Now, I can get mad at this person and get into an argument. It is none of his business. I can let the technical team know what he said about them so that they will turn on him. I can tell the new management that he is an idiot not to be taken seriously. Hoever, all of these are destructive and will make me unhappy in the long run.

What will I do then?

I will keep calm and implement my plan. In case the new management pays attention to what he says, I will just tell them that there has been no incidence where our technical team failed. I will also tell them that if I had any suspicions, I would not take any risks. When I see the sales guy, I will ask him to have coffee with me and tell him that I had been giving him some tips about how to make himself noticed by the new management and that I have always been supportive. I will then ask him to name 3 incidents where our technical team failed him. (He will not be able to). I will also ask him why has he chosen to go up to the new management to talk about his uneasiness instead of coming to me or my technical team leader. I will be gentle and easy on him. However, this will not work. I know what kind of a person he is. So, this type of stuff will keep on happening till the new management comes to an understanding that he is who he is and he should not be taken seriously for such issues. I know that will happen.

Case B: One of my technical specialists applied for a position at the vendor we work with and this has been heard both by my soon-to-be ex-boss and our next-CEO. The soon-to-be-ex-boss has heard it a month ago and we handled it on the vendor's side. They could not even invite this person for an interview. The CEO-to-be on the other hand, heard it somewhat recently. This issue has come up at a meeting yesterday evening in an awkward manner.

What did I do?

I told the people in the meeting that I knew the situation and that there is no real risk that this person is planning to leave.
This morning I had a long conversation with the same employee saying that it is only natural that she may want to consider her options, interview for jobs and leave the company for whatever reason. I told her what has happened and she was shocked because the people who were supposed to keep things confidential over at the vendor's did not and one of these people happens to be her cousin. I told her the career path I am envisioning for her and that she needs to be patient just a little more. It was a good conversation.

I am sure, I will face with a lot of challenges due to this big change. There will be things that I will be able contain and control, others that I will not be able to. However, my attitude and my approach will be a big determinant of how I will end up feeling. I am hoping to make it easier on myself.

6 comments:

  1. you sound like a calm and positive leader, you are doing the right things.....

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    1. Thank you Gill. At this point my focus is my peace of mind.

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  2. Besides the list of capable employees, I would also give the boss a list of your department's accomplishments as justification for your confidence in the individuals.

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  3. Well done. You are a wonderful leader.

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    1. Patience is not one of my virtues but, I am aware of it and trying very hard to keep calm and relaxed.

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