From the Ask Tom mailbag:
Question:
I’m a new manager for a staff of about 65 people. It seems that my predecessor was not a good manager. I have been left with people who have been misinformed about company and regulatory policies. Anytime I point out something that is being done incorrectly I end up being the bad guy. I’ve tried to be nice, explain my reasoning and show proof but it doesn’t work. They just keep saying the previous manager didn’t tell them. One staff member even called another department to complain. How can I get them to listen and comply with rules? Should I start writing people up or just keep explaining myself?
Response:
One thing I learned a long time ago, was that no one listens to me. It doesn’t matter how brilliant I am. It doesn’t matter how much I nail the solution to the problem, I get no respect. It’s the Rodney effect.
Why should they listen to you? Whatever you have to say means a change for them. And it doesn’t matter if you are right.
There is one person, however, that they will listen to. Do you know who that is? If you can figure out who that person is and get that person to dispense the helpful advice, you might get some traction.
I have found the only person from whom people will take negative criticism is themselves. The advice has to come from them.
Here is how I would start. I would observe the kinds of things that people are doing incorrectly and take some notes, build a list. Then I would call a meeting to discuss how we could make improvements in various areas. I would describe one difficulty or problem or one process in which we would like a different result. Divide the team into smaller groups of 2-3 to brainstorm ideas to get the best ideas, then invite team members to take the new actions and try them out.
I would conduct these five minute meetings 2-3 times per week, looking at all kinds of ways to make improvements. Pretty soon, they will see new ideas you never thought of. And you don’t have to be the critical parent. -TF
If I’m in the manager’s shoes, why not try to find out the ring leaders of these 65 people. Like John Maxwell mentioned, position is no guarantee of authority. Identify the ring leaders, and build a rapport with them. Just maybe, task can be carried out thru these ‘leaders’. Bear in mind, these ring leaders may not be the line leaders or supervisors, although it might be easier if they are. If it still does not work out, maybe its time to move elsewhere. I’m new in management and learning the ropes of leadership too. What do you think Tom?
I don’t know if writing your employees up is the best way to start your relationship with them. It sounds like they have a problem with your leadership & managing style, rather than the company policies. It is important for you to be able to manage the policies and not let the policies manage you. A policy driven manager is very autocratic and creates tension among the team. If the policies of your company are well organized and easy to read, maybe it is as simple as giving everybody a copy of them to review.
Being able to build your relationships with your team is probably where you will get the most effective and long-term results. After your team believes in you, everything else will be easier because your team will want to listen and be part of the solution.
Good luck!
Holding an employee meeting, re-establish procedures or new guidlines, hold accountable after that point with clear expectations. I have learned in this day and age you have to supply the “WHY” or “WHATS IN IT FOR ME” factors to really make it stick as a group.