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First-time poster here, looking for advice on how to deal with having your idea hijacked and essentially destroyed.

Background (that you can probably skip): I became a manager just two weeks ago. My two directs are new hires out of undergrad. We do consulting work, which is project-based and team-based with lots of deadlines and billable hours goals, however as entry-level employees, my directs are paid hourly and effectively limited to 40 hours a week. My manager runs our region, which has three offices of varying sizes, mine being the middle-sized one (five of us). We work across offices regularly and are functionally a single team, however the largest office (technically still just five people, but one of them is a Director) has its own structure and feels it's its own entity. Additionally one of my directs "belongs to" that largest office, even though physically she sits in my office and reports to me.

Historically, there has been almost zero management of this region. We get feedback twice a year, at the mandatory performance reviews. Everyone in the region (six levels of people!) reports to my manager; I am the first person my manager has made a manager (on paper, at least). We have no staff meetings and no efforts to coordinate work across the offices. I've repeatedly run into issues with people handing me projects that I don't know are coming my way, that require 8+ hours of my time. We regularly run into "emergencies" that in my opinion are caused by a lack of overall workflow management for the region. It was tolerable when everyone on the team was experienced and we were smaller, but with two new folks in the mix, I think it's time to implement a weekly workflow planning meeting.

First, I mentioned this to my manager, who said "Yeah, we probably need to do something." Then I sought buy-in from the leaders of the big office, who promptly freaked out. Apparently they used to have meetings that dragged on horribly and are apprehensive about going back to "those days." However they acknowledged the need for workflow planning. They asked for a call with my manager and me to discuss.

Prior to this call, I presented my case to my manager as best I could, and I thought he understood what I was proposing and why. However we just had the call with the other office, and I now feel like everything has fallen apart and what's going to be implemented is the complete opposite of what I wanted. I said weekly or biweekly calls, 30 minutes or less, where we go over nothing but project staffing for the upcoming week or two and use a pre-populated spreadsheet to do it. Now they're saying monthly or possibly *quarterly* calls, during which they talk about recent wins and financial results. That will do virtually nothing to improve workflow and will instead waste everyone's time by going over information currently adequately communicated over email.

The Punchline: What can I do to save my idea? What approach might be better to protect future ideas? What can I do to avoid being blamed when what's implemented doesn't work out (and is *not* what I proposed)?

G3's picture

Redkat -

Quick clarification question: are you wondering how to change the behavior of your superiors? (so to speak?) Because it sounds to me like you don't have any role power in this situation.

 

If that's the case, here are a few suggestions: (two of Horstman's laws):

'The River is Wide, the Currents are Messy, but all the Water Ends up in the Ocean
Watch water flow down river sometime. It doesn’t march in nice straight lines. It meanders. It’s messy. Scientists say 20% of it is actually going up river. Your organization is organic–it’s made up of people–just like a river. Your projects and timelines are going to be messy and defy control. Stop fighting it.
ACTION›› Think about a chinese finger puzzle. Sometimes a light touch is the way out. Let go–flow–to get ahead.'

 

'The “Other” Way Often Works Just Fine
There’s someone else out there who has succeeded to the same level you have with exactly the opposite intuitions you have. (They wonder how you got where you are too.) Your idea that your way is the right way is routinely controverted. You just think it’s right because it’s yours.
ACTION›› Try the opposite every once in a while. After your first thought, wait for a second–different–one.'

 

I might be missing the point here. Take what you like and leave the rest. Keep using the forums and the Tools.

redkat27's picture

I like the river/ocean comparison. Thanks!

pucciot's picture
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I just wanted to focus on your last part to help you out : ==== The Punchline: What can I do to save my idea? What approach might be better to protect future ideas? What can I do to avoid being blamed when what's implemented doesn't work out (and is *not* what I proposed)? === For future ideas - you will need to learn what kinds of data and communication styles will sway the decisions makers. That only comes with building a relationship with them and other folks they trust. A good bit of salesmanship technique. If they like data, give them data. If they like razzle-dazzle, then give them razzle-dazzle. While you may wish to keep your ideas in the back of your head as a "delta" file, you are professionally obligated to work on the current decision to your best ability. Keep track of your efforts and attaining the goals related to it. If the decided upon course of action does not work, you should not be blamed as long as you can prove that you worked at it with all of your efforts. And prepare and expect it to work. Even though it wasn't what you thought should work - you must behave as it you believe it will. Repeated : You must behave as if you believe that this will work. If your plan was rejected - it must be murdered. It no longer exists as an option. If there is a time table for evaluation you must stick with the decided upon course of action until it is 100% proven to your supervisors that it will not and does not work. Then, maybe, there will be another opportunity for brainstorming and problem solving. That's when you suggest your idea again. (without saying "I told you so") Until then - you must not in your own mind, or in the mind of your executives, for a moment be perceived as undermining the results of the current course of action. Here is a PodCast to help : Professional Subordination- Part 1 https://www.manager-tools.com/mtsearch/podcast_item/node/139855 Professional Subordination- Part 2 https://www.manager-tools.com/mtsearch/podcast_item/node/139854 And Here is a Forum Topic : Deceit and Murdering the Unchosen Alternative https://www.manager-tools.com/forums/deceit-and-murdering-unchosen-alter...

 

This will also help build your professional trust with them.  And they will be more influenced by your judgements in the future.

redkat27's picture

Thanks very much!

SuzanneB's picture

Recently listened to "Change Management - What's My Visual" podcasts.  I believe it's very applicable here.  You think your idea is great. Why wouldn't they agree to it? Well... because it's YOUR idea.  Give them a reason to feel invested in it. 

 

And in the words of Harry Truman: It is amazing what you can accomplish if you do not care who gets the credit.

redkat27's picture

Thank you!