Our administrative team has experienced trouble working with two of our company departments, Information Technology & Facilities in a pro-active way. We have tried every angle to assert our needs and to create a team environment for both departments to get the jobs done however we are frequently met with a lot of resistance and negative responses. Also, there is no respect for seniority so even the CEO has to sit on the back burner with IT emergencies sometimes. Does anyone have any suggestions for turning this around into a positive working relationship? We have tried the direct approach and discovered that things got worse. Now we need to come up with a plan B on how to turn things around.
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I understand much better and I still believe you are on the right track to resolving this issue because you're correctly identifying what you need: relationship building. I’m sure you already know who the “Ringleader” is. I encountered this same situation with an IT manager in a prior position. Our relationship was so bad, he once cussed at me and slammed the door in my face when I made a request. Like you, I chose not to go running to the CEO and deal with it on an administrative, not executive, level. All 5’0” 110 lbs of me basically stood toe-to-toe with his 6’3” frame until he saw that I wasn’t weak, I wasn’t going to back up, and I wasn’t going to stoop to “telling on him”. I made my important requests on the speakerphone with the CEO present so that the IT Mgr could hear me say “I’m here with Lee and he’s got a little problem. Is it possible that you can come and help?” He never refused the CEO, and he learned that I do speak on behalf of the CEO. I was also assertively friendly. I looked for opportunities to speak with him alone. My consistent message was: “I want our relationship to work and if you help me understand you, I will accommodate you. I need you. I really need you to be responsive. I’m not a power-tripper, I’m more like a “beggar”. I need your help. Talk to me.” Etc. Being “right” is not as important to me as being “happy” that I am doing everything possible to help my boss and the company. I earned the IT manager’s respect and liking. Some people give it readily, some, you have to earn…I became his biggest advocate for a promotion, and for adding to his staff.
I would also like to piggy back on what Alverta Harty advised: it's the holiday season and an excellent time to make friends using elaborate treats. IT usually loves baked goods, chocolates, etc. Make it yourself. That sends a strong statement. They need to feel appreciated and valued. Home baked goods had cemented many relationships in my career. Put on kid gloves and check on them even when you don’t need anything. Their occupation is highly stressful and they respond well to soothing. Good luck!
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Amy Parham on
12/20/2007 9:31:30 AM
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IT Departments everywhere seem to act the same way. They get to it when they get to it. Most of us are not as technologically astute to know what constitutes an emergency enough to prioritize who is next in the queque. That being said, one of the things I've learned to do is develop a rapport with the technicians who respond to calls. When I send an email for a ticket to address a problem, I usually bcc one of the technicians. Someone sitting at a desk on the East Coast is not in a position to understand or prioritize a problem on the West Coast. Therefore, a bcc to a technician that I speak to everyday or routinely call to ask a question will get me a quick response. This is a short-term solution, but still a solution. The CEO still should to deal with the Head of IT to set some ground rules and narrow response time.
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AlVerta Harty on
12/19/2007 10:51:54 AM
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Thank you for the responses! I want to clarify a couple of things. The lack of response to the CEO is rather, a lack of response to assistant who represents issues on behalf of the CEO. While the IT and Facilities teams both understand that the administrative assistants represent executive staff members, they do not prioritize requests in a manner suitable to the executives they are supporting. Also, our CEO is not aware of these issues as the level that they are occuring at makes them the responsibility of our team.
What I meant by "we've tried everything" is this:
*We've escalated concerns within the deparments hierarchy to find solutions all the way to the director level
*We've taken on more responsibility in order to "make things work" (ie. heavy lifting, stocking of cabinets, triple checking proper installation of LCD projectors and audio for presentations,etc.)
*Brought concerns up with HR, followed by group meetings with concerned departments etc.
*Brainstormed together as a team to find resolutions as an ongoing excercise
*And last but not least, ignored the problems to try and let them burn themselves out because all the other more pro-active solutions were getting us deeper into conflict.
I like the suggestions for reading, I will check out the books. What it appears that we need more than anything right now is to re-build relationships so that we can create understanding for what the roles are of the administrative team. I'd love to hear more suggestions and will report back if we have any success!
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In a perfect world on
12/19/2007 9:30:28 AM
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I will repeat that the CEO NEEDS to lay down the law AND follow through. We've had the same problem in our small manufacturing company, but people are starting to fall in line as the owner says the same things about our company direction week after week at our staff meetings. Those who would leave under normal circumstances decided that it was easier to comply. We're a much happier employment body now!
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Kathleen Newton on
12/19/2007 9:28:11 AM
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From my experience, the CEO must make a statement to all associates in the IT and Facilities teams. Let them know what role they play as an integral part. Further, the CEO must put in writing what is expected of them, and if they don't want to participate, then it's time for pink slips. This may seem rather harsh, however, there are a great deal of folks looking for positions with security and who are willing to be part of a TEAM.
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Linda Johnston on
12/19/2007 7:58:38 AM
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I read the other reply, and I think the response is dead-on. That the IT department treats your company's CEO the same way is a concern, as is that the CEO apparently hasn't done anything to resolve the problem. The idea of getting all the players together at an off-site location with a neutral facilitator might be the best way to resolve the impass and get on with business. The IT and facilities departments may have valid reasons for their actions, but until they will let others know those reasons you're stuck with no way forward.
This is the first response I've posted. I'd be interested to find out if you're able to resolve the problem and how it happened.
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Nancy Wilson on
12/19/2007 7:53:11 AM
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You are off to an excellent start by clearly describing the situation. I lack insight into the specifics of what you mean by “try every angle”. If your statement is comprehensive, then it’s a no brainer: the CEO is responsible for removing the head of IT and Facilities. If he cannot, then he himself should be removed. It’s not personal, it’s good business. That’s a “positive” action on behalf of your company.
When you have already tried the compliance approach and it doesn’t work, you (as you correctly stated) need to go into turnaround mode. In this mode, destructive elements are removed. I say all this under the assumption that you made compliance attempts in writing, and in accordance with ALL applicable DOL and State HR Laws & Regulations.
Below are a couple of thoughts that I have regarding changing the climate in your office. Please keep in mind that managing people is science and art. It is very challenging and you need to be highly educated, intellectual, and intuitive. You also cannot have a collapsible backbone! The situation in your office is not exceptional and I believe it can be turned around with your strong desire to do what is right for the company.
1. I would suggest you read: Debunking the Designated Decoy: Get to the Truth in Your Organization
Author(s): White, Russell J. to help you step back and get a thorough understanding of what you are dealing with behaviorally.
2. Has the CEO read and does he practice simple management concepts described in “The One Minute Manager”? If not, you, He, and the heads of IT and Facilities should do it together, discuss it, and agree to act accordingly. This is a simple concept that empowers everyone.
3. I would bring the CEO, the heads of IT and Facilities into a room or to an offsite location, “lay it on the table” – the direct approach that you say made things worse – and no one would leave until they collaboratively agreed in writing on a win-win solution for everyone.
4. Not knowing the Department heads and your CEO personally, I can’t say what the root of the disrespect issue is, but it makes the CEO ineffective and can’t go on. Not responding to the CEO’s needs immediately should be accompanied by clear and respectful explanations. The Department heads may have valid concerns that can be worked through respectfully, keeping the needs of the company in the forefront. They just need to communicate.
5. If there is no one in your organization that can facilitate communication and agreement, you may need to bring in a neutral 3rd party. You should do this if you really believe the heads of IT and Facilities are indispensible to the wellbeing of the company, and you’re willing to invest resources into learning the best way to communicate with and motivate them.
Good luck! And remember, sometimes you have to “circle back” a few times before the entire team moves forward together as one unit and finishes together.
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Amy Parham on
12/18/2007 2:33:23 PM
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