Recently we've examined the behavior of uncooperative non-subordinates from the perspective of the non-subordinate, exploring both internal and organizational reasons for the behavior. We now turn to motivations related to the actions of supervisors.
As before, we'll use C as the name of the person who needs cooperation to carry out his or her responsibilities, and S as the name of the person subverting C. Here are some insights related to the behavior of the supervisors of C and S.
- Strong public support from C's supervisor is essential
- Unless C's supervisor declares to all that C has responsibility for the task in question, the problems C is experiencing could be the result of a misunderstanding. C's supervisor might have been inadvertently ambiguous, or might have chosen ambiguous wording to avoid conflict with one of C's peers.
- When accepting any assignment that could offend others, C can ask for a supervisory commitment to make an unambiguous declaration to everyone whose cooperation C requires.
- C's and S's shared supervisor might be using divide-and-conquer tactics
- Some supervisors believe that competition is an effective tool for managing subordinates, using a technique I call divide and conquer. If S and C share a supervisor, S might be exhibiting behavior encouraged and even sought by their supervisor.
- If so, C didn't create the problem, and C probably can't solve it. If C can't persuade S that the trouble between them is externally caused, C might have to move on.
- C can't control S — only S's supervisor can
- C's best options are asking S respectfully for cooperation, and negotiating with S for cooperation. If they fail, commenting to S about the quality of S's cooperation is a tempting but dangerous course of action. S's resentment and anger are likely outcomes.
- If S's supervisor is C's peer, or of lower rank, C's asking S's supervisor directly for help can be effective. If S's supervisor is of higher rank, C can ask C's own supervisor for help. Some are reluctant to ask for such help, for fear that they might be seen as weak. Such a response by C's supervisor to a request for help is probably out of line, because this kind of help is exactly what supervisors are best able to provide.
- S's supervisor might be targeting C or C's supervisor
- On occasion, Strong public support
from your supervisor
is essentialSs act on behalf of their supervisors, who are targeting C or C's supervisor. Coping with this situation is difficult indeed, especially when S has received deniable direction.
- In these cases, the problem is not between C and S. It's between S's supervisor and C or C's supervisor. C would be wise to deal with it as such.
The most effective strategy for C is asking for supervisor support proactively, before trouble develops. If the request is declined, C has the advantage of learning early that support is not available. First in this series Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrensmauotpIWBVdxormner@ChacWqjYJDUEQyjoogCqoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- Managing Pressure: The Unexpected
- When projects falter, we expect demands for status and explanations. What's puzzling is how often this
happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing
- My Boss Gabs Too Much
- Your boss has popped into your office for another morning gab session. Normally, it's irritating, but
today you have a tight deadline, so you're royally ticked. What can you do?
- The Advantages of Political Attack: III
- In workplace politics, attackers have significant advantages that explain, in part, their surprising
success rate. In this third part of our series on political attacks, we examine the psychological advantages
- The Deck Chairs of the Titanic: Obvious Waste
- Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of
the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities
just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.
- Some Hazards of Skip-Level Interviews: I
- Although skip-level interviews have their place, they can be dangerous, explosive, and harmful to the
organization. What are the dangers?
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenPBYNxLlSPEzLZpYIner@ChacBVGiGtpbXAOYAaBmoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.