Recently we've examined the behavior of uncooperative non-subordinates from the perspective of the non-subordinate, exploring both internal and organizational reasons for the behavior. We now turn to motivations related to the actions of supervisors.
As before, we'll use C as the name of the person who needs cooperation to carry out his or her responsibilities, and S as the name of the person subverting C. Here are some insights related to the behavior of the supervisors of C and S.
- Strong public support from C's supervisor is essential
- Unless C's supervisor declares to all that C has responsibility for the task in question, the problems C is experiencing could be the result of a misunderstanding. C's supervisor might have been inadvertently ambiguous, or might have chosen ambiguous wording to avoid conflict with one of C's peers.
- When accepting any assignment that could offend others, C can ask for a supervisory commitment to make an unambiguous declaration to everyone whose cooperation C requires.
- C's and S's shared supervisor might be using divide-and-conquer tactics
- Some supervisors believe that competition is an effective tool for managing subordinates, using a technique I call divide and conquer. If S and C share a supervisor, S might be exhibiting behavior encouraged and even sought by their supervisor.
- If so, C didn't create the problem, and C probably can't solve it. If C can't persuade S that the trouble between them is externally caused, C might have to move on.
- C can't control S — only S's supervisor can
- C's best options are asking S respectfully for cooperation, and negotiating with S for cooperation. If they fail, commenting to S about the quality of S's cooperation is a tempting but dangerous course of action. S's resentment and anger are likely outcomes.
- If S's supervisor is C's peer, or of lower rank, C's asking S's supervisor directly for help can be effective. If S's supervisor is of higher rank, C can ask C's own supervisor for help. Some are reluctant to ask for such help, for fear that they might be seen as weak. Such a response by C's supervisor to a request for help is probably out of line, because this kind of help is exactly what supervisors are best able to provide.
- S's supervisor might be targeting C or C's supervisor
- On occasion, Strong public support
from your supervisor
is essentialSs act on behalf of their supervisors, who are targeting C or C's supervisor. Coping with this situation is difficult indeed, especially when S has received deniable direction.
- In these cases, the problem is not between C and S. It's between S's supervisor and C or C's supervisor. C would be wise to deal with it as such.
The most effective strategy for C is asking for supervisor support proactively, before trouble develops. If the request is declined, C has the advantage of learning early that support is not available. First in this series Top Next Issue
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More articles on Workplace Politics:
- The Advantages of Political Attack: I
- In workplace politics, attackers sometimes prevail even when the attacks are specious, and even when
the attacker's job performance is substandard. Why are attacks so effective, and how can targets respond
- What Do You Need?
- When working issues jointly with others, especially with one other, we sometimes hear, "What do
you need to make this work?" Your answers can doom your effort — or make it a smashing success.
- What Insubordinate Non-Subordinates Want: II
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
- Before You Blow the Whistle: I
- When organizations know that they've done something they shouldn't have, or they haven't done something
they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can
be especially ruthless.
- Much of what we call backstabbing is actually just straightforward attack — nasty, unethical,
even evil, but not backstabbing. What is backstabbing?
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
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- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
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teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
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Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
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Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.