“We Can’t Fire Him. He’s the Only One Who Knows How to…”
How to Eliminate Internal Politicking and Reduce Your Role As A Referee.
The CEO of a $20,000,000+ manufacturer had just told me that the seven members of his senior management team couldn’t get along. Three of them wouldn’t even speak to each other. One of them, Bob, who heads manufacturing and related operations, is a master at politicking and creating discord.
“We’ve tried many things, and I’m not sure what to do. I’ve hired a consultant to sit with them and facilitate discussions. They met maybe half a dozen times, but it was a complete waste of time and money.”
“Have you thought about firing any of them, particularly Bob – the serial friction meister?” I asked.
“Oh, I couldn’t fire him. He’s the only one who really knows how to run that operation. I don’t know where we’d find someone to replace him!”
“That’s your first mistake,” I said. “And it is the root of your other mistakes. No one is indispensable.”
When you find yourself with unacceptable levels of internal politics amongst your subordinates. these guidelines should help.
1. Banish forever the idea that certain people can’t be replaced. We are all replaceable.
2. Clarify the real impact of the politicking? Is it merely unpleasant but inconsequential or does it bury your momentum? What price is the organization paying?
3. Decide that you will not accept responsibility for what is really someone else’s load.
4. Check to see if there are systemic or environmental causes for this bickering. Are they compensated in such a way where one wins even while the other loses? When you find such causes, act to remove them immediately. Monitor for behavioral changes.
5. Remind your people that A, B and C are the expected performance outcomes and progress towards these goals is measured by X, Y and Z. If someone shows himself to be more a Berlin Wall than an earth mover, he or she is in the wrong organization.
6. Prepare to fire them. Prepare for the transition by determining: What will be the immediate impact of his leaving? How can we prepare and therefore minimize the impact?
An executive I know recently faced this issue. A key team member’s performance deteriorated and the employee began to rattle his chain. The executive realized that too much know-how was locked in this fellow’s head. He began involving more people in the analysis and decision making processes to reduce the company’s dependence on this person. The current plan is to fire him soon and find a replacement.
Follow these steps and not only will your organization be better off for it, but you will once again enjoy your job as CEO rather than chief arbiter.
The Gordon Group can help you and your organization move beyond politicking and infighting amongst key insiders. Make sure your systems really do encourage team work and don’t give excessive clout to any individual. Contact us at dov@gordongroupec.com.
The CEO of a $20,000,000+ manufacturer had just told me that the seven members of his senior management team couldn’t get along. Three of them wouldn’t even speak to each other. One of them, Bob, who heads manufacturing and related operations, is a master at politicking and creating discord.
“We’ve tried many things, and I’m not sure what to do. I’ve hired a consultant to sit with them and facilitate discussions. They met maybe half a dozen times, but it was a complete waste of time and money.”
“Have you thought about firing any of them, particularly Bob – the serial friction meister?” I asked.
“Oh, I couldn’t fire him. He’s the only one who really knows how to run that operation. I don’t know where we’d find someone to replace him!”
“That’s your first mistake,” I said. “And it is the root of your other mistakes. No one is indispensable.”
When you find yourself with unacceptable levels of internal politics amongst your subordinates. these guidelines should help.
1. Banish forever the idea that certain people can’t be replaced. We are all replaceable.
2. Clarify the real impact of the politicking? Is it merely unpleasant but inconsequential or does it bury your momentum? What price is the organization paying?
3. Decide that you will not accept responsibility for what is really someone else’s load.
4. Check to see if there are systemic or environmental causes for this bickering. Are they compensated in such a way where one wins even while the other loses? When you find such causes, act to remove them immediately. Monitor for behavioral changes.
5. Remind your people that A, B and C are the expected performance outcomes and progress towards these goals is measured by X, Y and Z. If someone shows himself to be more a Berlin Wall than an earth mover, he or she is in the wrong organization.
6. Prepare to fire them. Prepare for the transition by determining: What will be the immediate impact of his leaving? How can we prepare and therefore minimize the impact?
An executive I know recently faced this issue. A key team member’s performance deteriorated and the employee began to rattle his chain. The executive realized that too much know-how was locked in this fellow’s head. He began involving more people in the analysis and decision making processes to reduce the company’s dependence on this person. The current plan is to fire him soon and find a replacement.
Follow these steps and not only will your organization be better off for it, but you will once again enjoy your job as CEO rather than chief arbiter.
The Gordon Group can help you and your organization move beyond politicking and infighting amongst key insiders. Make sure your systems really do encourage team work and don’t give excessive clout to any individual. Contact us at dov@gordongroupec.com.
posted by Dov Gordon at 2:27 AM
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