How Can I Diplomatically Resolve Team Tensions Between Managers and Executives?

Dear all,

Please help me to overcome this situation. One of our team members is going through a difficult time. Within the team, we have a General Manager, a Manager, and four executives. The executives share the same sentiment that the Manager is not strong enough to lead them. However, it is important to note that the Manager is new to the company. Furthermore, the executives are also not content with the General Manager's leadership. Both the GM and Manager have mentioned that the executives are spreading negative energy and have suggested a team reshuffle.

As I am in a reporting position to the management, this issue has been brought to my attention. I recently held a meeting with the entire team, during which the Manager expressed a willingness to resign if the situation persists. It is crucial for me to address this issue diplomatically, ensuring that no one is harmed as every word I say can impact these individuals' careers.

Thanks,
Anita

I guess you might have done this, but if not, then this can help you. Discuss or consult the issue separately with the GM, manager, and executives and try to figure out the exact problem they are facing while coordinating. They must be having their individual issues, but as a mediator, you have to identify the loophole and fill the gap. Once you get the reason, you can plan the corrective action accordingly. You can also opt for some team-building strategies.

All the best!

Anita,

- Find out and analyze the exact problems of executives with managers.
- Find out and analyze the exact problems of managers with executives.
- Try to understand the attitudes and problems individually.
- Conduct counseling.
- Give each member a chance to build up a solution which doesn't break the relationships or spoil one's career.
- Take complete feedback with solutions individually.
- Analyze the whole task, problem, result out of counseling, solutions recommended by each individual.
- Based on the report you prepared, discuss with the top management and derive a conclusion/decision.
But remember, should manage sensitive issues very sensitively...

Good luck...

CRK

Thank you for the response. I have already had individual discussions with each team member, from the executive level to the General Manager. However, the issue arises as each member is pointing fingers at one another. The executives are expressing dissatisfaction, claiming that their current managers are not providing proper guidance, and therefore, they are requesting a new manager. On the other hand, both managers believe that their respective teams of executives have a negative mindset, particularly one of them. Consequently, they are also suggesting a reshuffling of the teams.

The dilemma I face is that if I escalate this situation to the management, it will adversely impact all those involved, potentially leading to their blacklisting in the eyes of the management. How should I proceed in handling this delicate matter?

Anita,

As I see, the situation/problem is heavily context affected, and you might be having your constraints in putting more elaborate detail. You have a tricky situation. I suggest examining the official communication among all these people with regard to the delegation of jobs. How clearly is the work delegated? Are the objectives/KRAs SMART? Do the executives put in their sincere best with a problem-solving approach, or are they a part of the problem itself? How is the feedback provided, and how is it received and reacted upon? Please see the past performance records of all involved and dig into their critical incidents from lateral peers in other departments. Seek proofs/mails/memos wherever a fact or allegation is categorically stated.

Please look at them through the lenses of Johari's windows and Power-Politics at the workplace. Feel free to seek supportive material for conceptual clearance should you desire at [Login to view].

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Arun Chopra