Dear Experts,
Hello and thanks to everyone who will be reading and helping me on the important and common issue "Boss and Subordinate Not Getting Along."
The Director of my company and I, an HR Executive, are both putting forth our efforts to solve the cold war within the intra-department. Due to this, the company as a whole is being adversely affected. We have had the boss and his subordinate meet individually and in joint meetings, but still, nothing is working. My Director is so hurt and now frustrated that he may have to fire them all, something he has been avoiding for a long time.
As an HR Executive, I am very concerned about my Director and want to improve the situation, but have failed thus far. I have made them read various books on team building and have given presentations on how to be motivated to work as a team. I want to see a difference in the resolution of issues within the intra-department.
Now, here's a big question... How can I accomplish this mission?
Please help.
Thanks & Regards,
Mr. Santosh.
From India, Mumbai
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6Hello and thanks to everyone who will be reading and helping me on the important and common issue "Boss and Subordinate Not Getting Along."
The Director of my company and I, an HR Executive, are both putting forth our efforts to solve the cold war within the intra-department. Due to this, the company as a whole is being adversely affected. We have had the boss and his subordinate meet individually and in joint meetings, but still, nothing is working. My Director is so hurt and now frustrated that he may have to fire them all, something he has been avoiding for a long time.
As an HR Executive, I am very concerned about my Director and want to improve the situation, but have failed thus far. I have made them read various books on team building and have given presentations on how to be motivated to work as a team. I want to see a difference in the resolution of issues within the intra-department.
Now, here's a big question... How can I accomplish this mission?
Please help.
Thanks & Regards,
Mr. Santosh.
From India, Mumbai
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Hi Santosh,
Have you inquired and analyzed from each individual regarding the matter? Ask them individually why there is a conflict and assure them that it will stay with you only.
Based on the data you gather from them, you can understand the real cause of the conflict between the two, and only then can you take further actions.
If it is a difference of opinion on how things should proceed or a gap between the two in terms of education, experience, or age, you can discuss how that can be handled.
But in order to find a solution to this problem, we first need to know the cause of this problem. Find the root cause, and then we can address it.
Hope this helps :-)
From India, Mumbai
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Have you inquired and analyzed from each individual regarding the matter? Ask them individually why there is a conflict and assure them that it will stay with you only.
Based on the data you gather from them, you can understand the real cause of the conflict between the two, and only then can you take further actions.
If it is a difference of opinion on how things should proceed or a gap between the two in terms of education, experience, or age, you can discuss how that can be handled.
But in order to find a solution to this problem, we first need to know the cause of this problem. Find the root cause, and then we can address it.
Hope this helps :-)
From India, Mumbai
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I agree with Ankita that there must be a concrete reason for conflict besides ego. First, you need to find out the root cause of the conflict and who started it. Also, find out if it is a problem from one's perception which they are not able to accept due to ego, rigidity, or inconvenience caused by the opponent, which can be resolved. Once this is done, both parties need to come to a common point with mutual understanding, or if one party is responsible for the conflict, they must apologize and compromise. If both parties are unwilling to compromise, then let your director make a decision, and they must compensate for the loss incurred by the organization. Only then will they realize their mistake.
With profound regards,
From India, Chennai
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With profound regards,
From India, Chennai
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There can be no quick fix to change a culture; it takes a long, drawn-out effort to ensure people think and act differently.
Understanding Intra-Team Rivalry
Intra-team rivalry stems from the fact that one's success is tied to another's downfall. Check the systems within the working functions that are facilitating such situations. Find out the bottlenecks in the work processes where the teams clash and determine how to reduce interdependencies. This would help balance the delivery of work.
Identifying Key Players in Team Dynamics
In a team war, there are always a few major players, a few followers, and the rest remain dormant. Identify the influencers and find out what they are using to incentivize intra-team wars.
The influencers may not be the power centers but the people who lend their timely inputs to the power centers. They know the emotional buttons for each player and can play around to initiate a desired response. Segregate the motives of each player. For a few members, it can be growth and autonomy. However, often, an individual in an organization feels safe by adhering to a group.
Developing a Strategic Plan
Once you have identified each motive, please chalk out a plan with actions that will address their fears and take care of their incentives, initiating the response that your firm needs. It will take time and patience. Managing culture is extremely sensitive.
Office politics, grapevine, and intra-team wars are brick and mortar to any mid or large-sized firm. However, behaviors can always be modeled and redefined. Wish you all the best.
Regards.
From India, Mumbai
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Understanding Intra-Team Rivalry
Intra-team rivalry stems from the fact that one's success is tied to another's downfall. Check the systems within the working functions that are facilitating such situations. Find out the bottlenecks in the work processes where the teams clash and determine how to reduce interdependencies. This would help balance the delivery of work.
Identifying Key Players in Team Dynamics
In a team war, there are always a few major players, a few followers, and the rest remain dormant. Identify the influencers and find out what they are using to incentivize intra-team wars.
The influencers may not be the power centers but the people who lend their timely inputs to the power centers. They know the emotional buttons for each player and can play around to initiate a desired response. Segregate the motives of each player. For a few members, it can be growth and autonomy. However, often, an individual in an organization feels safe by adhering to a group.
Developing a Strategic Plan
Once you have identified each motive, please chalk out a plan with actions that will address their fears and take care of their incentives, initiating the response that your firm needs. It will take time and patience. Managing culture is extremely sensitive.
Office politics, grapevine, and intra-team wars are brick and mortar to any mid or large-sized firm. However, behaviors can always be modeled and redefined. Wish you all the best.
Regards.
From India, Mumbai
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Thanks for the response. I had talked with the Manager separately and his subordinate separately. According to Mr. Manager, his subordinates are lacking basic knowledge, and he expects them to read books and do the job, which I feel is not proper. It is the manager's job to train his subordinates. Secondly, since his subordinates have been working for the past 4 years, I assume they already have the basics required for the job.
When I discussed the issue with the subordinates, they feel that their manager is not capable of doing the job, as his way of interaction and training is not good.
So yesterday, I called three of them and asked Mr. Manager to train them on one subject. This was my first step. Every day, the manager and his subordinates will have to spare 2 hours for training. Do you think this will work?
Thanks and Regards,
Santosh.
From India, Mumbai
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When I discussed the issue with the subordinates, they feel that their manager is not capable of doing the job, as his way of interaction and training is not good.
So yesterday, I called three of them and asked Mr. Manager to train them on one subject. This was my first step. Every day, the manager and his subordinates will have to spare 2 hours for training. Do you think this will work?
Thanks and Regards,
Santosh.
From India, Mumbai
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Hi Santosh,
As predicted, this is an ego problem where the Manager finds his subordinates not knowledgeable enough, whereas the subordinates think their manager is not efficient. It is common to have a difference of opinion, and by asking them to compulsorily spend 2 hours in training, this may not help. They may spend the time together, but it might not decrease the tension between the two.
Suggested Approach
Instead, do this: Ask the manager which areas he wants the subordinates to improve, suggest the medium that he can use to gain knowledge, prioritize the list of reading materials/knowledge to be gained, and ask if he could help in any way.
On the subordinate's side, you need to make him realize that just because we've worked for a number of years doesn't mean we shouldn't be reading. Most people are at the top and are progressing because they've evolved with time; they know what's in the market to enhance their skills. If you know a, b, c, you would be doing the same work for all the years until you retire. Ask how are you going to add on? Sure, experience teaches, but it just gives in-depth knowledge of what we already know. Just as experience is important, so is experimenting, as the latter will give us more on our plate.
Explain to your subordinate that just because we're enrolling ourselves to hone our skills or expand our base doesn't mean we are not worth it; it just means we are increasing our worth.
The ego clash has to be sensitively handled; ensure that they are able to understand each other's viewpoints rather than just having to spend a couple of hours together.
Hope it helped.
From India, Mumbai
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Amend(0)
As predicted, this is an ego problem where the Manager finds his subordinates not knowledgeable enough, whereas the subordinates think their manager is not efficient. It is common to have a difference of opinion, and by asking them to compulsorily spend 2 hours in training, this may not help. They may spend the time together, but it might not decrease the tension between the two.
Suggested Approach
Instead, do this: Ask the manager which areas he wants the subordinates to improve, suggest the medium that he can use to gain knowledge, prioritize the list of reading materials/knowledge to be gained, and ask if he could help in any way.
On the subordinate's side, you need to make him realize that just because we've worked for a number of years doesn't mean we shouldn't be reading. Most people are at the top and are progressing because they've evolved with time; they know what's in the market to enhance their skills. If you know a, b, c, you would be doing the same work for all the years until you retire. Ask how are you going to add on? Sure, experience teaches, but it just gives in-depth knowledge of what we already know. Just as experience is important, so is experimenting, as the latter will give us more on our plate.
Explain to your subordinate that just because we're enrolling ourselves to hone our skills or expand our base doesn't mean we are not worth it; it just means we are increasing our worth.
The ego clash has to be sensitively handled; ensure that they are able to understand each other's viewpoints rather than just having to spend a couple of hours together.
Hope it helped.
From India, Mumbai
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