Poor communication — or no communication — is perhaps the most frustrating challenge confronting those who must work with unresponsive suppliers. We send email and get no response. We telephone, only to reach voicemail or be screened by someone who takes a message. Again, no reponse. We try calling at odd hours, hoping to catch our target unaware and unscreened, and when we do connect, we hear "I can't get that right now, but I'll get back to you." Right.
Only the supplier can control the supplier's behavior. What we control is our own behavior. Before applying other (possibly more coercive) methods of securing cooperation, ensure that your own house is in order. Here are some suggestions for encouraging cooperative behavior.
- Limit the number of people empowered to contact the supplier
- A single point of contact is usually enough, but if more are needed, keep the number small, and designate a principal contact. If you do have multiple contacts, don't contradict each other, do keep each other informed, and don't repeat messages to the supplier unnecessarily. To avoid turnover in the principal contact role, choose people who are unlikely to retire, or be terminated, or be reassigned. Favor people with experience in the role, and who are credible and possess a professional demeanor.
- Be available and responsive
- Difficulty in reaching people in your organization can elicit similar unavailability among people in the supplier organization. Be certain that the supplier can reach anyone when needed, by phone, voicemail, email, or text. Return all contact attempts promptly. Single-number unified mobile and desk-based telephone systems systems are essential.
- Use the telephone
- Telephone conversations are more effective than email messages, because they're more conducive to mutual understanding. Sadly, unresponsive suppliers are likely unavailable by telephone, but try anyway. Time zone differences can make telephone contact difficult, but if a live telephone conversation can resolve the problem, waking at 2 AM to make a phone call will be worthwhile.
- Keep email messages short and focused
- Because email Telephone conversations are more
effective than email messages,
because they're more conducive
to mutual understandingtraffic can become annoying, minimize it. Stick to one topic per message. Use a subject line that corresponds to the topic — don't recycle subject lines. Send messages only to the people who need to read them.
- Limit the number and length of meetings
- If supplier representatives are expected to attend face-to-face or virtual meetings, limit the length and frequency of the meetings. Conduct meetings with ruthless efficiency.
- Notice early indications of unresponsiveness
- If you suspect that the supplier might become unresponsive, conduct a few tests and log the results. Use this data to alert others on your team to the issue and ask them to report similar performance issues. If a problematic pattern emerges, decide what to do as a team, or solicit advice and assistance from elsewhere in your organization.
Is your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!
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More articles on Conflict Management:
- Communication Templates: II
- Communication templates are patterns that are so widely used that once identified, nearly everyone recognizes
them. In this Part II we consider some of the more toxic — less innocuous — communication
- False Consensus
- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus
about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
but that trouble is often avoidable.
- 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.
- Toxic Conflict in Virtual Teams: Minimizing Authority
- Toxic conflict in virtual teams is especially difficult to address, because we bring to it assumptions
about causes and remedies that we've acquired in our experience in co-located teams. In this Part II
of our exploration we examine how minimizing authority tends to convert ordinary creative conflict into
a toxic form.
- First Aid for Wounded Conversations
- Groups that meet regularly sometimes develop patterns of tense conversations that become obstacles to
forward progress. Here are some ideas for releasing the tension.
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.
- And on June 7: The Knowledge One-Upmanship Game
- 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,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
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.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
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:
- CTCPA, 716 Brook Street,
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.