From the Ask Tom mailbag –

Question:
I was recently promoted as lead tech of a lab. My boss feels I undermine her for things I do without discussing them with her first. I explained directions for another technician, so she could speak to patients with more clarity. I was told I undermined my boss because of this. I asked our director, in front of my boss, if she was aware of an issue and I was told that I undermined my boss because I asked without consulting her first. I wonder if it’s a lack of trust or if I undermine her without meaning to?

Response:
Yes. It is both a lack of trust and you undermine your manager without meaning to. The solution is in the question. You must build trust AND stop undermining your manager. In your new role, you have new and specific accountability and authority. Unfortunately, these are rarely defined and that is where the trouble begins.

You have appropriate accountability and authority and your manager has a larger (longer time span) accountability and authority. Your manager is working in a longer time span context, aware of things you may not know. This is why the manager-team member relationship is so important (and often fragile).

Monthly 1-1 conversations with your manager work to bridge that gap. For you, in your role, to be in alignment with your manager, you have to understand the larger context of your manager. The only way to find out is to talk about it.

Following is an example of discussion elements for your next 1-1 with your manager.

Whose Decision Is It?
With accountability, comes authority. Whose decision is it? Is it yours or your manager’s? If you don’t talk about it, you won’t know. Here is a framework for the discussion.

• Which decisions are reserved exclusively to my manager?
• Which decisions are reserved to my manager, AND based on my input?
• Which decisions are mine, but have to be discussed and approved by my manager?
• Which decisions are mine, but I have to tell my manager before I pull the trigger?
• Which decisions are mine, but I have to tell my manager, after I pull the trigger?
• Which decisions are mine, and I don’t have to tell my manager?

As a new lead technician, you have new accountability and new authority. That new authority has to be defined.