“As clearly as you can, describe what is happening, what do you observe?” I asked. “What is the problem?”
Joann paused before she responded. “The problem is that the manager is not supporting the team when it runs up against a difficult problem or decision. That’s when the team member ends up in my office.”
“Okay, that’s the symptom. That’s the problem. What is causing the problem?” I prompted.
“I’m not sure,” she said. “It could be a personality conflict, a breakdown in communication, or it could be that the manager just doesn’t know how to solve the problem or make the decision.”
“Which do you think it is? We cannot resolve this situation, until we know what is causing this chain of events. We might try fixing the wrong thing,” I observed.
Joann was shaking her head. “I don’t want to think about this, but I don’t believe the manager is capable of helping. Given a difficult problem to solve, the manager solves problems the same way as everyone on the team. Given a difficult decision to make, the manager makes decisions the same way as everyone on the team. They all flounder together.”
“How did this person make manager?”
Joann shifted uncomfortably. “I made the promotion.”
it is an interesting problem because we offen hire or promote not knowing a persons true capabilities until they are tasked with their new responsibilities. not all of us are great character judges for all people. i once had a similar problem occur and discovered that the professionals capabilities were not what they were purported to be, we sat down and mutually agreed that he should leave his post. it doesnt always work that way but sitting down and having the communication is the start.