Managing Smarts – What To Do With a Seasoned Pro on Your Team
I was a young whippersnapper in my 30′s. I had the degrees and the ‘experience’ added to a boatload of enthusiasm. They gave me a department to lead. And I was all over it. I was going to fix that department. I had ideas. I had plans. I knew what we should do.
I walked in there and started changing things.
Well, I tried to. Then I ran into him. He was OLD. Probably 48. Had been there for nigh onto 20 years. Oh frevvinsakes. NOW what?
He knew the founders. Was there in the early days when the organization was formed. Remembered the lean years. The pot-luck Christmas parties. The company picnics. Knew the names of all the kids of everyone who worked there.
And he was in my way.
Fortunately for me, and for the company, I had a mentor. My mentor asked me, “What’s this really about?” After sputtering indignantly for awhile, the real answer came out: I thought I had something to prove. I thought I had answers they hadn’t thought of yet. In a word what was this about? Ego.
He told me to remember that organizations have souls. They are born out of need and philosophy. They fulfill certain visions and missions of their creators and managers. They have history and culture that isn’t always readily apparent. He reminded me that I stood on the shoulders of those who came before me, and to knock those people over could damage me.
He also gave me a lesson in Management 101. You never barge into a group as its new Manager and start changing things. Even if you’ve worked in the organization for a couple of years, you still don’t have the whole view from the Management seat.
He told me, “Before you start to move pieces on the chess board, make sure you understand history, culture and tradition. Find the players, influencers, and anyone who has a stake in the success of the organization. Identify those people and make friends with them. The bridge you burn today may be your only escape route a year from now.”
So, I ate some humble pie and invited my nemesis to lunch. He turned out to be a real charmer. AND (evidently he wasn’t aware of my feelings) he told me he was impressed with my energy and enthusiasm. Called me a ‘force of nature.’ (Not the last time I’ve heard that!)
I told him what I thought should happen. He gave me good feedback, altered some of my views, helped me understand the culture better, and helped me devise a plan. In short, he saved me from losing face and blowing my first big chance at management.
In the final analysis, some of my ideas took root and flowered. I had been right about fixing some organizational flaws that got in the way of productivity. But I made them happen through consensus and collaboration. I didn’t “sell” anyone on them. I didn’t have to. After all the collaborative conversations, the changes evolved organically.
And some of my ideas turned out to be bona fide bombs. Had I pushed them through, I would have had egg on my face. My mentor (and my nemesis-turned-mentor) had helped me see a different way to accomplish things.
One person is never as smart as many people. No matter how much we think the thing through, there’s always another side to it. And no matter how much you think you know about a group or organization, there are always truths hidden below the surface.
As Managers we have to remember that we are responsible for the livelihood of a lot of people. Our successes make it possible for them to pay their mortgages and feed their babies. When we start to think it’s about us and forget the other people involved, that’s when we blow it.
The punchline? I’ve been gone from that company for decades. I was invited back to speak not long ago… by my nemesis-turned-mentor. He’s still there! And I’m NOT. So, what’s the lesson? … For me, the lesson is patience + information + collaboration + ego-less decisions = a higher chance of success.
To success!
Beth
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Beth Terry, CSP, is a Professional Speaker, Management Trainer, and author. find out more about her at her website.
© 2008 Beth Terry Seminars, Inc. All international rights reserved.
