I am the collection supervisor for the patient pay department. I have two leads, which one tries to out do the other one. The one lead if she doesn’t like my answer will run to the manager of the department. I have asked the manager to make her come to me for resolution, but the lead will not do that. She will not work with myself or the other lead of the department. She thinks that things should be her way or no way. I cannot say anything to her, because if I do she runs to the manager. The manager has had talks with her and told her she needed to get along with me because I am not going anywhere, and if she cannot then she needs to move on. How do you suggest that I handle this situation?
The Team Doc Says…
You have two things working against you here. A team member who is going around you to get what she wants and a manager who is undermining your ability to lead.
Your discussion needs to begin with your manager.
You and your manager need to talk about what your authority level is in the department and how the two of you — as a team — will effectively deal with this employee. Put together a plan of action for dealing with the problem.
Obviously what your manager has said in the past to the lead (she needs to get along with you because you are not going anywhere) didn’t do the trick so this calls for more structured action. And you can’t do it alone without your manager’s help and support. Your plan should include what behaviors are acceptable by this lead and what behaviors are unacceptable. It should also include the action you will take — with the support of your manager — to resolve the issue.
Next you need to have a discussion with this lead and share the details of the consequences that will occur if she demonstrates certain behaviors as you and your manager have laid out in your plan. Let her know that how she behaves is important for the next steps in her career. Then you’ll need to follow through.
Last, you and the two leads need to have a meeting to discuss how your department is dependent on all three of you achieving common goals. Talk about the strengths of each of you and how you would like to leverage those strengths to make your department the best. Put together a plan of action for how you will achieve these objectives. Have regular discussions to determine your progress.
Do you have additional suggestions (or experience!) handling this type of issue? Please leave a comment.
About Denise O'Berry
You also need (as part of this action plan) do be prepared to answer the really difficult questions like are they a fit for this team etc.
Another layer above as well as HR should be consulted on options.
Discover the reason behind why your team member doesn’t take your advice and have to consult the manager. There must be something wrong with you or with him/her. It could be that he/she was not satisfied with your answers but it could be some other reason. Try to talk to her in a nice way and ask what’s her real concern so that you will be able to know the problem.
Good sensible answers, there,.Denise.
I’m fascinated that the questioner’s manager has been getting involved in a transaction between her and the lead.
Does s/he not send signals, verbal and otherwise, that the supervisor is the person to talk to? Why s/he ‘encouraging’ the behaviour by listening to the complaints?
Examine your own behaviour and communication style. Are there any changes needed?
Have you tried a departmental communication/team building exercise.?
Do something before you’re all driven mad by this behaviour!
The lead may be uneducable, in which case I hope her CV is up to date.
Excellent Lisa. Thanks for stopping by and sharing your thoughts and suggestions.