“So, the relationship between your supervisor (Vince) and production (Muriel) is all about effectivenesss. And that relationship is an accountability relationship,” I explained.

Sylvia nodded, so I continued, “What is the appropriate relationship between you, as manager, and production? What is the nature of the relationship for the Manager-Once-Removed?”

“It can’t also be an accountability relationship, because then production would have two bosses. That’s a little schizophrenic.” Sylvia’s head turned. “But the conversation I was having with Muriel wasn’t about production. I was interested in how she was doing as a person. I was interested in how she was adjusting, how she was finding things with the company.”

It was my turn to nod.

Sylvia continued. “As the Manager-Once-Removed, I think it is important to have those conversations. Her Supervisor will talk with her about production, making sure production gets done. My role, as a Manager, is to create the system, monitor the system. It’s important for me to find out the condition of the system.”

Mentoring

“Is it also your responsibility to be grooming your next wave of supervisors?” I asked.

“Yes, and my next supervisors are going to come from my best team leaders. As the Manager Once Removed, I need to be having conversations about career paths and opportunities within the company.”

“And, as a Manager, do you also have an accountability relationship with Muriel’s supervisor?”

“Yes, and I can find out a lot about Vince’s performance as a supervisor by having a Manager Once Removed conversation with Muriel.”