Submitted by opser on
I started as a project manager in a public sector organization three months ago. In these three months, my "chief" called me a couple of times, skipping down three levels, asking my views on the organization and sharing her vision. These were about general observations not specific issues. I told my manager and director about these conversations.
The projects I've begun to lead have important risks, which I've been communicating up and requesting assistance to mitigate them. These risks, however, are not being communicated to the chief executive (in fact, at a meeting where I was present, the chief was told that the projects were perfectly healthy without any risks. This misinformation may blindside her if the projects fail). I discussed this inaccurate reporting to my manager
in a private conversation but the situation has continued.
The chief executive called me yesterday, this time asking specific questions about the projects. I answered her questions in full transperency--which came as a surprise for her because what she heard from me was very different from what she has been hearing from my boss and his boss. I will tell my boss about this conversation, which he may not take well.
- I'm a new employee and I want to fit in, which is a MT and CT advice for new employees.
- I know that my relationship with my boss is the most important professional relationship--again a MT reminder.
- At the same time, I've responsibility to my executive and the broader public. I must communicate the risks in full transperency. Those projects are funded with taxpayers' money.
At this point, I'm not focusing on whether my executive's or boss' professional behavior were appropriate. Rather, I'm asking your thoughts on what I could have done and should do to achieve strong relationships and tangible results.