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Managing a difficult person.

By ksenekal ·
I've been working with a person for approx two years now. I've been involved mostly on the network side while he is responsible for telecommunication. We both had the same manager. Recently I was involved with a project pertaining to both networking& telecommunication. I did my best to get to know as much as possible about telecommunication as possible in the short time the project was running. The manager has resigned & I was appointed to head the communication department as well as a small part of the networking side. My problem is that the person working with communication will most certainly take exception to this. I admit that there is a lot for me to learn about telecommunication & the technology, but this is surely an oppertunity Icannot pass.
My question is, how should I approach this person? We get along well & could be regarded as friends. He has not been informed about this decision yet. I know that he have high hopes of getting the position (especially with regards to his communication knowledge).

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Managing a difficult person.

by PENGUINSRULE In reply to Managing a difficult pers ...

very carefully, with lots of prayer and much kindness

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Managing a difficult person.

by ksenekal In reply to Managing a difficult pers ...

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Managing a difficult person.

by JediMaster2003 In reply to Managing a difficult pers ...

Your position in this should not change, your still the same person, remember the ability to lead or be a leader does not depend on knowing ALL the answers, but knowing where to get them, and this friend would be a great asset to your team...

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Managing a difficult person.

by ksenekal In reply to Managing a difficult pers ...

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Managing a difficult person.

by Wayne M. In reply to Managing a difficult pers ...

Until an official announcement is made, don't do anything. Once the announcement is made, sit down with this person and tell him you think highly of his telecommunications skills and will need to rely on him heavily in that area. Try to give him an accurate understanding how he will fit in to the organization with you as manager.

Do not make any references to his desire for the same job; that would seem too much like rubbing it in.

You have no control how anyone else will react to the announcement. What you can do, though, is define how you manage the organization. Start out by honestly laying all of your cards on the table and most people will accept you in your new position and go forward from there.

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Managing a difficult person.

by ksenekal In reply to Managing a difficult pers ...

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Managing a difficult person.

by plantogo2000 In reply to Managing a difficult pers ...

You don’t approach the person, you approach the objective. Approaching the person could be considered a personal attack and what you want to attack is the objective.

Make a list of assumptions that defines the objective in specific terms. Those situations that you will not know the answers to are in his or someone else's court. This is because his cooperation will be required for those efforts that he is responsible for*. What you are doing here is defining your responsibility for the objective. Put him on the burner.

Develop a complete plan for the objective and include a list of resources (money, people and equipment) needed with a time line (schedule) of accomplishing the objective. Be sure to define the objective succinctly and get the user (the person/department) who is the sponsor.

Call a meeting and present your plan. Make sure your new boss is on board and supports you.
The key is for your boss to buy into the plan before you make your presentation. This entire effort will probably take a month and then another week to present to the user and interested folks.

Don’t be afraid to ask for help where you need it (don’t assign for time or resources where you haven’t got the approvalbuy in up front unless you are confident putting someone on the burner will provide agreement). This usually works well when both parties get something they want.

Provide status as you propose in the initial proposal and report problems immediately with a back up plan.

*Take as much turf as you think you need to get the job done. This is defined in terms of responsibility (the position description to accomplish the objective).

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Managing a difficult person.

by ksenekal In reply to Managing a difficult pers ...

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Managing a difficult person.

by RealGem In reply to Managing a difficult pers ...

Don't break the news yourself, but as soon as the word is out officially, I would sit down with your friend and find out how he feels about it.

Don't try and explain it. Don't try and justify yourself. You'll only come across as lame or defensive, which is not the right way to move ahead.

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Managing a difficult person.

by ksenekal In reply to Managing a difficult pers ...

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