I was to take over this team as part of a new responsibility that I was being handed over.
My manager called me and said that the department leader wanted to speak to me.
It seemed a little unusual but I knew there was something that wasn’t right.
As soon as he picked up my call, he congratulated me and said, “Dilip, this isn’t the kind of conversation I would like to have with an able leader like you. And this certainly isn’t the kind of team I would have wanted to give you. But, I couldn’t find a better person to do this dirty job.”
I was a little surprised. I could see that my leader had confidence in me but then what was the “dirty job” that he wanted me to do and why?
My leader continued, “This team is full of problem makers. They know nothing but creating problems. They have done everything including skipping 2 levels to complain about the 2 managers”.
I was shocked. Because that isn’t normal. I haven’t seen that ever happen in my career.
“You know why?”
“Why?”, I asked.
“Because their managers wanted them to come to office and start their work on time. Isn’t that funny?”
I didn’t know what to say. By then I knew that I was getting into deep shit.
“So”, He continued. “I am not expecting miracles from you. Nor am I expecting you to correct these lost souls. All you need to do is create a case and terminate them from the organization”.
“Wasn’t that something even my earlier manager could have done?”, I thought.
“I know what you are thinking”, he continued. “Anybody could have done that. But the problem is that these guys know how to game the system. So I wanted somebody who could efficiently handle the issue”.
The reason why I was picked for the job was becoming clearer.
“John (my manager) would give you more details. Particularly there are 2 people who are the biggest problems in the team. Get rid of them and the rest should fall in line. If they don’t, then continue until the team is free of problems”.
The conversation ended after which I spoke to my manager who sent me some details of every individual in the team.
I was about to click the document to open it, but then I thought to myself.
“If I open the document and read the profiles of these people, I will build a perception for them. Anything that I do after that, will be driven by these perceptions. So, what not go in there with a clean slate and assess the people for myself”.
I decided that was the approach I will take.
My first one-on-one discussion with the team members wasn’t that good. None of them spoke anything. They just simply seemed to be frustrated with something.
It appeared as if, someone had told them that they shouldn’t open their mouth when they talk to me.
The reason was understandable. The previous manager was a friend of mine. And their stint with the previous manager wasn’t that good.
So, they were justified in assuming that I was there to continue where he left.
It took at least 2 weeks and 3 attempts to make them talk.
And that too after doing a bit of groundwork in order to win their confidence. (I will talk about this in another of my post).
Anyhow..
After they began to talk, the conversations became interesting. There was quite a bit that was happening.
The stories that I was told before I started these conversations were the same but there was a different perspective to it.
The Vantage Point.
Yes, things could appear totally different depending upon what your vantage point is.
There was one thing that was clear. Not reading the document that was sent to me was probably the best thing I did.
The next couple of weeks went in conversations and discussions, taking notes, analyzing their perspective and putting an action plan in place.
But before I could do anything, I had to win their confidence. And doing that wasn’t very difficult.
All I had to do was comfort them.
And after I had their confidence, it was time for implementing the action plan.
The focal point were the so-called 2 problematic kids.
Again, it wasn’t difficult.
All that they were looking for was for somebody to listen to them and support them. They had problems managing their personal life and work, together.
I made the required arrangements like giving them a flexible shift, working from home, flexible rostering etc. And I was to be always informed about any changes they wanted in their work routine.
They very promptly did it.
It was then time to implement the action plan.
It took barely 6 months for me to do all of this.
In the next skip level meeting that I had arranged for them, the team was a changed one – lots of positivity, people that willing to talk and express and a huge improvement in enthusiasm.
This in turn translated to better efficiency and productivity.
I didn’t have to fire anyone. Yet the end goal was achieved.
Fast forward to 3 years and the 2 so-called problem kids were the first to get promoted and given additional responsibilities.
Conclusion
Preconceived notion is bad, irrespective of what role you are in.
I have had multiple instances where going in with a clean slate has helped me better manage and lead people.
Preconceived notions are always built from the wrong vantage point. In order to be a good leader that people can trust and follow, you need to change your vantage point.
And you can do that only by listening to people actively and understanding how they feel about a particular situation.
Keep perceptions out and you will be a better leader.
Do let me know your thoughts in the comments below and share any experiences you have had where a pre-built perception about somebody proved to be an incorrect assessment.