I work in a contact centre alongside three other managers, each with about ten directs.

I want to manage in ways that actually work, the trinity etc. However, the other managers don't do that. Our boss doesn't allow me the room to be different, even if it works because of this notion of everyone (the directs) gets treated the same. This usually means we are consistent, and usually consistently poor.

When I have tried to do what works I've been put back in my place because of the fear that I'm doing something different and my directs, and the other managers' directs for that matter, won't be able to handle it.

It has been my experience, unfortunately, that consistency reigns supreme over what works.

What is the most effective way to change this culture? And have I missed a cast on how to make this happen? Often the actionable guidance in the casts assumes the autonomy to action it. I need that autonomy.


Effective_Manager's picture

Can anyone help with this?

mmcconkie's picture

You may want to give this cast a try.

What exactly did your boss say? The first point on this cast is to that questions or doubts about O3's are not the same as a directive to stop. Also, as your boss gives you pushback, this cast can give you some helpful examples of what to say to your boss. Now this cast focuses on O3's, but it could just as easily be applied to other pieces of the trinity (though I'd want to make sure that your boss is actually pushing back on feedback, coaching, or delegation similar to this casts recommendation for O3's). 

Sorry that your boss is giving this pushback. 

Good luck,


Effective_Manager's picture

Thanks for the pointer. I listened to that cast early on in facing this issue and can see there is room to still do things so long as I'm not being told explicitly to stop. But usually I just get to do them because they are not known about. Example, I started using deliverables with my team and that was fine until there was sufficient pushback on one of them that it caught the attention of my boss. Then I was asked in front of all my peer managers "When did we start doing it like this?" and I got hammered down because the others weren't giving deliverables and I wasn't holding that consistent line.

There is no will to understand best practice and try to implement it.

I'm arriving at the decision that the answer is to find an alternative place to work where the culture is conducive to effective ways of working, and allows some difference to explore that. That's partly why my response to your feedback was delayed - focused on looking for new opportunities. Nothing yet but excited about what may come up.

Thanks again.

US101's picture
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Are  you doing this "nameless"?

That is, doing the trinity, but not naming what you're doing as 03, feedback, coaching, delegation.

Effective_Manager's picture


I hope I've understood correctly - I'm not trying to impliment best bractice namelessly or under the radar. So far, I'm at the stage of only having tried to roll out one to ones from the trinity. We (me and my peer managers within our department) already did one to ones but they were for an hour on a monthly basis. This came with the usual dislike of the meetings because they were infrequent, long, and people came to worry something was being saved up for them, despite me always aimng for no surprises.

At a meeting of my peer level managers I noted that I'd learnt best practice was weekly, 30 minutes etc and got shot down by the rest of my peers. My own manager then put it on us to have an optional drop in session for our directs. I had no option but to go with this because consistency is king with respect to the way each manager has to manage.

I mentioned that I've started to use deliverables, this I saw outside of the trinity but could see the benefit within our department. So, I briefed my team and started with one particular task that is done every week but is done very inconsistently from person to person. I got the expected micro management pushback and it was this that reached my boss. I was then in the hot seat about why I was doing something diffeently with my team.


Svet.'s picture

Both consistency and making things work as best as you can in new ways are important. Finding the right boundaries and balance is the key thing. This starts with finding your own boundaries and balance so that you know when to serve and when to lead. Changing roles and approaches too quickly if you are yourself not stable enough at the moment causes damage to both you and others.