A trusted right-hand’s dilemma: tell the boss what’s wrong with the company or quit.

Dear Ina,

I've read some of the letters sent to you and your answers were simply great! Well, mine is not really a problem but a concern about the company where I am currently employed. Actually, I am one of the most privileged managers in the company: I have a high pay compared to others, was issued a company car while others were not, my word is as good as the Chairman's, and other things that would make other employees envious.

I did a lot of change management plans and programs to improve the company's way of life. My problem started when most managers who were used to running the company in a traditional way did a lot of demolition work against me. Because I have earned the trust and confidence of the Chairman, these things do not bother me anymore.

What does bother me the most is that the Chairman does not care what's happening in his company. Office politics is his game and it’s hurting the company so much. The worst part is that I handle the nerve center of the company, which is operations. Right now, our greatest fear is happening: losing the people's trust due to lack of funds. I handle more than people and 59 accounts. That's my job.

I don't know what or how to tell the chairman in case I do decide to resign. Please help me. Thank you.

HT

Dear HT,

You are to be envied, indeed! To have the ear of the head of your company, to receive a blank check on corporate planning and execution, and to be amply rewarded for it –it’s anyone’s dream come true. Yet, you want to quit because the company is in trouble, many would lose their jobs, and the head of the company, shows no interest in saving the organization. On top of this, jealous colleagues, accustomed to traditional ways, resent the changes you have introduced and are waiting to “sabotage” your efforts.

My question to you is: are you sure you want to quit now?

Every crisis may also be viewed as an opportunity. As right hand, you are in a position to present your leader with the facts and with two or three options, with pros and cons, on what can be done. Meet with him on these options, and ask him what he thinks. Ask him about next steps. Since this is a crisis, he, not you, should be at the forefront, rallying the troops. He should meet with all department heads (or the executive committee, if you have one), lay out the facts and ask for their inputs. He does not need to follow what they say, but it is important that they be involved, so that they would feel that they have a stake in the future of the company. Some will jump ship, but if they were as ineffective as you suggested, it would be no big loss. You would also want to have a program that would entice the best performers to stay on and help rebuild the organization.

If your leader does nothing about the plans you presented, you will at least have done your job, and then you could move on. It is, after all, his company, not yours. It may, however, be possible that he is consulting someone without involving you. You could take that as feedback on how you’ve been performing or you could take it as a sign that it’s time for you to move on.

You sound, though, like you really want to resign. If so, make a clean break. Thank “Dear Leader” for his trust and generosity, for the opportunities he has given you to grow. You have to be prepared to respond sincerely to any offer or plea for you to stay.

Be clear with yourself about what you really want and why you really want to resign. If you truly feel there is nothing more for you to do, you may say that it was not an easy decision to make, but that you have already made up your mind. Put a date on your resignation letter and state that it is irrevocable. Turn over all documents and data to a trusted person. Have them receive it formally. Then go. You will have made a graceful exit.

Hope this helps.

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]