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Fellow MT Fans,

I have an interesting one for you and would like some insight if you can spare a few minutes--

I am a manager in Engineering for a wireless company, working in a remote market. One of the biggest challenges I have faced is that, while there are 8 FTEs and 1 contractor in the market, I am only managing 6 of the 8 people. Two of the employees here report to a manager in another market.

My challenge- the manager in another market doesn't really value coaching or feedback and doesn't give any unless it is a "warning shot." The two employees have been fighting some personality conflicts which have started to impact the larger team, but the manager still refuses to get involved. Both of these employees have been asking (almost begging) for feedback and still get nothing. Recently they got into an argument in the office and voices got raised to the point that people came to me to get involved, which I did. I decided that, despite being told not to manage the two individuals, I had to step in. I pulled the individuals aside, talked with them about what happened, and gave them some feedback. This went very well because I have a good relationship with both of them and they are very open to my advice. I then informed my manager of my involvement, which he supported, and he in turn spoke with the General Manager (also the low-participation manager's boss).

My questions are:
1) Do you agree that my intervention was better than the alternative of letting the team suffer, even if it could have resulted in changes to the reporting structure, or should I have respected the decision made for me to not manage the two individuals?
2) What advice do any of you have for coaching someone who is not a direct report?
3) Is my coaching going to help if I can't back any of it up with goal planning, reviews, etc?

I believe my intervention was necessary, as this was impacting my team, as well as other departments. In addition, I have a very hard time watching something fail because of a lack of involvement. Both of these individuals WANT coaching and feedback and have bluntly told me (and their manager) so.

I plan on continuing to coach them, give them feedback on their behaviors, and structure the work environment to push the team to do better. Thanks in advance for any advice you have!

Justin

thaGUma's picture

Justin, I am being pedantic here – you are giving feedback, not coaching. I think you were correct to get involved when the action of two colleagues disrupts the office. I would not extend that to advising giving feedback to another manager’s directs unless specifically asked to by management.
Chris

jhack's picture

You could ask their manager if it would be OK to provide guidance on a regular basis (feedback). If so, great.

Or, you could try using the Peer Feedback Model.

John Hack

RobRedmond's picture

I recommend you stay out of it. Everyone will praise your actions because you were the "cat's paw." You played the bad guy and took the hit to your relationships and reputation, as they hoped you would, leaving them and the failing manager protected from their own bad behavior.

When people regularly behave badly, they often get into a dependency cycle with others who clean up behind them. Next time, let your boss be the one to give the feedback, if he chooses. You focus on your team.

If they argue and disturb your employees, then forget about feedback and assert your status as a manager of people and simple step in and say, "You guys take it outside and stop disturbing my employees."

I understand the feeling of having the MT system in your pocket and then wanting to save the world and spread the good news. However, there is also something to be said for letting a rotting barn collapse in on itself. Rescuing your failing peer by managing his people for him is only going to hurt you and him and result in his being rewarded for bad behavior.

Do your job. Help your boss do his job. Otherwise, respect the fence.

-Rob

AManagerTool's picture

Rob hit the nail on the head. Mow your own lawn but stay off the neighbors.

HMac's picture

Hey Justin - some thoughts on your situation, and advice (because you asked!).

Do you agree that my intervention was better than the alternative of letting the team suffer?

Yes, and the reason is one that you yourself cited:

I believe my intervention was necessary, as this was impacting my team, as well as other departments.

You are responsible for the productivity and welfare of YOUR people, and your actions were justified as intervention on behalf of your people. Credit to you. But let's not get carried away....

I plan on continuing to coach them, give them feedback on their behaviors, and structure the work environment to push the team to do better. Thanks in advance for any advice you have!

Don't.

Just Don't.

Instead, what you do is you bring this to your manager, and ask him if HE thinks this ought to be brought to the General Manager - again, as a problem that's affecting your team's productivity, not out of a desire to help, feedback or coach the other two.

If he agrees, offer to help develop the approach to the General Manager for him (showing that you care about doing great staff work), discuss possible solutions (reassignment should not be the only solutions; it may be interpreted as a power grab on the part of your manager, and you will therefore have disserved him).

Use the chain of command. And as Tool and Rob recommend, stay off the other guy's lawn. You'll make an enemy above you in the organization, even though your motives may be pure.

-Hugh

jchase's picture

Thanks for the advice, all of you. I really appreciate your insights!

Just as a follow up:

When I spoke to my boss, he encouraged me to give feedback (and coach), which was partly where I was struggling. I don't have a problem giving feedback (I also just listened to the Peer Feedback cast) and have no plans of stopping. He also took the situation to the General Manager, who got involved and called both Engineers to get their version of the situation.

I did back off from being too involved in their work as soon as things calmed down, but both employees are now actively looking to leave, mostly because they don't like their manager. I think they will both leave the market soon, and I am trying to encourage them to not leave the company, as I feel both are quite valuable to the organization.

To your points above, I was very frustrated with the situation because my General Manager, the Engineers' manager, and others in the organization would be VERY quick to blame the failure of that part of the team on me, despite my not having any direct responsibility or authority for them. I feel very confident that I would be made the scapegoat for someone else's shortcomings, even if it was only to take pressure off the failing manager. I won't get into my feelings on the quality of some of my senior managers, but you can probably guess from my tone...

It is hard to watch a sinking ship and trust that the people above will see the real reasons for the situation. My experience hasn't shown that to be the case. My lessons in this seem to be around how to best manage my team and insulate myself from the mistakes/mis-management of others. To put it in the frame of Rob's comment, I am learning how to let the barn fall and not get injured in the process. :)

Thanks for all your help. I am starting to get more involved here on the forums, so I look forward to chatting with all of you in the future!

Justin