“Darla, you are a new manager, here, been on the job for three weeks,” I started, “but in that three weeks time, you entered into a contract, an unspoken contract with your team. Here are the terms of the contract, as you described to me.
“You have some new projects to roll out, with your team’s support and cooperation. You enlisted the efforts of the team toward these new projects. If the team digs in and supports the new projects toward the goals you defined, then you, as a manager will be successful. This is the way you see the world, this is your assumption. This is the context as you see it.”
“Okay, sounds good so far,” Darla nodded.
“But, remember a contract is an agreement between two parties. I am not sure the other party in your contract agrees with you. Based on your description, here is the way they see the world.
– Darla is our new manager and she has some new ideas, that sound like the old ideas from the last manager we had. We are not sure these new ideas are really any good, may be doomed to failure and we are going to get blamed for not working fast enough or paying enough attention to quality.
“If the project is not successful we are going to get stuck holding the bag, all blame will land on us. Yet, if we can slow-walk the job, stiff arm direction and show proof why the project won’t work, why, if we can do that long enough, Darla might quit and we will be off the hook. It was a bad idea in the first place.”
Darla began to absorb the new story of events. “So, the problem is not the pace of the work or attention to quality. The problem is the mental state of the group.”
“How do you change the mental state of the group?”