JOB QUESTIONS
 by Ina Teves

Promoted over veterans, how can a new supervisor handle the politicking?

Dear Ina,

I have been employed in this company for just about 8 months, I work as a product manager and a sales manager at the same time and I love my work so much. I have people are under me and I handle about 36 accounts.

I have two problems. The first is politics; though I’m used to it, it bothers me. I really don’t have any idea I of all people was appointed as the sales manager. I’m just 25 years old and have about three years in the same line of business. Second, the people under me are all veterans who have spent 10-15 years working for this company; they of all people know the accounts very well than me.

The second problem is the company. The first company I worked for had systems from personnel, plans, accounting to sales. My boss wants a system for this company but the problem is he is not making any moves to make one. Then he is too nice. He can’t kick any person even though many people have been found to have not ineffective for YEARS--- and I mean YEARS.
This is my question: though I love my work, should I leave the company because of POLITICS, for not having a SYSTEM and my boss being so NICE?

Best Regards,
MYQUEL

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Dear Myquel,

Your first problem actually has to do with proving yourself to your more experienced subordinates. There is nothing wrong with being promoted over the "veterans" if proof exists that you are more competent, trustworthy, and able to bring the company to where management wants it. Perhaps your boss believes that you would make an effective manager and introduce changes to enable people to work more efficiently.

You might, however, encounter resistance from the veterans, which is why you say you are "deep in politics." Resistance is a symptom of fear -- fear that they might lose their jobs. Fear that they'll be stuck in a corporate rut - and eventually lose their jobs. Fear that they are out of favor with management - and that they would eventually lose their jobs. Fear that you might favor younger employees - and eventually cause them to lose their jobs.

While you do not need to assure them of lifetime employment, you need to show them that you will be fair and professional. You will assess them according to the accomplishment of specific, measurable objectives. You also need to show them that their experience with clients is important - assuming, of course, that clients are happy with them. Have regular pizza and coke gatherings to recognize group and individual accomplishments. Give the veterans a sense of control over their future by involving them in setting targets, brainstorming over projects, consulting them in decision making.

Take note, however, that even if you do consult them, you, as their boss, have the last say. You might have to make hard, unpopular decisions, but you have to stand by these decisions if you see that the company, the clients, and all employees will benefit in the long run.

Your second problem is about system. The fact that you are a product and sales manager handling 36 accounts -- you did not mention how many products and services -- speaks about a system problem. Do what you can where you are. Fix the system problem in your area of responsibility. Show your boss what needs to be done and how it will benefit him and the company in terms of savings and income. Calculate also the cost of not having a good system in place in terms of lost opportunity, man-hours lost, and customers lost.

If you have enough influence with your boss, you could suggest doing an organizational diagnosis to point out priority areas. Such diagnosis involves asking a sample of rank-and-file, supervisors, middle managers and senior management to answer a questionnaire and rate company direction, leadership, technology, conflict resolution and communication, HR systems, and culture. You could use the results of this survey as a springboard for a visioning, planning, and teambuilding session and implement from there. If you conduct such a diagnosis, you would be raising expectations with your boss and your subordinates, so be sure to follow through with action.

From your letter, it seems clear that your boss needs someone with enough guts to implement change and make difficult decisions. Just be sure he knows what you plan to do and that he will back you up despite pressure from the vets to maintain the status quo. If he cannot or would not support you where it counts, you would be right to take your services where they would be more valued.

Ina

[Ina Teves is an organizational development consultant with a change management firm dedicated to making a difference wherever it goes by journeying with the client through the entire process of organizational transformation. Email your questions to inateves@pacific.net.ph]