Providing Feedback to Managers
How do you react when your manager asks you to do something that you are fairly certain will not address the problem he or she is trying to fix? Do you follow orders or do you first provide feedback to the manager about your concerns? This dilemma is widespread and complex. I know -- I have been in the consulting field for 27 years and have been in a similar position with my clients many times.
I have found that managers tend to be impatient when they discover performance problems - especially if the problem involves an entire team. They want quick fixes and who can blame them? After all, they are accountable for achieving results. Nevertheless, their impatience can lead them to waste time and money on solutions that don't address the real causes of the problems.
I believe that those of us who proceed with implementing 'solutions' when we know that they won't work share the blame with the requesting manager for the failed attempts. Frequently all we need to turn a lose-lose scenario into a win for all is the guts to push back -- at least a little! Collect some data (quickly when necessary) on the real causes of the problems. Organize the results and prepare your feedback for the manager carefully.
I respect managers' rights to make the final calls on how to handle the problems that fall under their charge. At the same time, I am committed to providing them with the best information I can gather in a practical format to increase the probability of their really fixing the problems.
Categories: Communications, Train the Trainer, Consultants' Tools
This issue is my number one frustration. So many time my supervisor has a knee jerk reaction that is born of frustration over many other things. With this negative energy on the loose it is difficult to reign him back in. Sometimes, if I am rested, I can logically go through potential solutions to aid the problem. I need to do more in the way of explanation and preparation to discuss further solutions on a more consistent basis.
Great point, Kathy. Thank you!
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The ability of a manager to listen to a subordinate disagreeing with the managers fix to a problem is a good measure of the manager. Consultants are in a different position when it comes to disagreeing than a subordinate. The manager ought to be asking for ideas BEFORE DECIDING ON A FIX. PERFORMANCE PROBLEMS ARE BEST SOLVED THROUGH THE HELP OF PEERS OF THE PERFRORMER.
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Here's what I have seen many times in the past:
Manager,"Look, here's what you need to do. They need this by Thursday!"
Subordinate,"Have you considered....?"
Manager,"I don't have time to debate the issue. Just get it done."
Subordinate, "Sure but...."
Manager,"But nothing. I have your buy-in don't I?"
Subordinate, "Buy-in? I don't think..."
Manager,"You're being paid for results."
Subordinate,"But..."
Manager,"Don't be part of the problem, be part of the solution. Don't focus on what you can't do. Focus on what you can do."
Later when the plan fails or does not produce the desired results.
Manager,"I thought I had your buy-in."
Subordinate,"I tried to tell you..."
Manager,"Had you only been stronger in your views, we may have able to avoid this. You need to work on your communication skills."
Sounds funny but happens all the time.
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This just happened to me on Friday (4/27/07) with a crueler twist.
I created a very simple concept for an email blast. My supervisor took it and wanted to drive people to our website rather than just keep it simple with a "this product is here and this is how you get it" theme. The supervisor cut out the point in my draft that said, "Contact so-and-so to get the product". Well, the first response to my ininital email blast was, "who do I contact and how do I get the product?". When I pointed this out to the supervisor, rather than a, "hey, we needed to keep that in there", the response was, "email the potential client back and tell him how to get it".
Very discouraging but I sure it happens all of the time in companies large and small. No real resolution, just focusing on something else or blaming some other aspect.
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Thank you for your information .I had this problem during a long time and after i gave uo my job because of my manager.Unfortunately i didn'see this before...
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