Territorial Area Supervisors

[Maui]

How many of you have found it difficult to get buy-in from an area supervisor when working on a new project? Where I am currently employed it is, and apparently always has been, a very confrontational work environment. There is often a problem in getting two departments to actually work together on projects to improve processing because the area supervisors rule over their respective departments as if they were little kingdoms. I'm exaggerating slightly here, but not too much. The workers themselves are almost always willing to do the work once the project and the reason behind it are explained to them, but their supervisors can be very tempermental on one day, and then appear to be reasonable on another day. And they tend to hold grudges for long periods of time when a processing problem is identified in their area.

I have found that the best approach in dealing with such individuals is to get buy-in from everyone else involved. By being professional and presenting only the facts, and offering my interpretation of them, I demonstrate the proposed solution. If everyone else agrees, then this forces the objectors to unwillingly participate. This has the unfortunate side effect of degrading my relationship with the area supervisors even more. But the projects do eventually get done, and the problems get solved. Does anyone else have experiences like this where they handled the situation more effectively? I have attempted to foster a good working relationship with these people. For example, I have helped them solve their own processing problems at every opportunity. When they have called me to ask for my help, I have delivered. But you have to tread carefully when dealing with them. It seems to me that personality conflicts may be at the root of the problem. What are your thoughts and insights based upon your own experiences?


Maui

 

[swertel]

I quit that job and found another. During my exit interview I explained to the company president exactly my reason for leaving. To this day, nothing has changed.

I'm afraid, though, in situations where I couldn't leave, I handled that problem similar to how you do it. Thankfully, I found managers and supervisors who were very open and understanding of this problem. They used their organizational level to effect change from multiple fronts. It's just a matter of choosing your battles in order to win the war.

--Scott

For some pleasure reading, the Round Table recommends FAQ731-376

 

[PSE]

My first job was with a company that was very similar in nature to what you describe. In addition to the techniques you used, I also employed the "divide and conquer" method. As long as I was able to keep some of the individual manager's and supervisors apart (and hence unaware that they were actually working together for a common goal), I was able to be successful. Each thought that they were working the project on their own terms.

Regards