FT.com | Dear Lucy | ‘My colleagues disagree with everything I say or do’

‘My colleagues disagree with everything I say or do’

August 14, 2008

I have been working for a large non-profit healthcare organisation for about a year now. My focus has always been on introducing efficiencies and my work is recognised by the board of directors. My issue is that some of my colleagues are developing a Pavlovian reaction to everything I say or do and are opposing it on principle. I try to engage them and work with them but they seem threatened by my low tolerance for mediocrity and desire to challenge the status quo. I love my job but fighting them drains my energy and is not sustainable. What to do?

Healthcare director, male, 32

Lucy’s Answer

There are various things here that trouble me. The first is the phrase “non-profit”. The non-profit sector is full of people who are ideologues, unsympathetic to financial realities.

Healthcare is a problem, too, as the culture of suspicion towards managers is strong and deep. So anyone who wants to “introduce efficiencies” in your sector is going to be as popular as a fox in a henhouse.

From the sound of it, though, you are worse than unpopular. If they are opposing everything you say on principle it sounds as if they have come to dislike you with a fervour. And from your description of them, you hold them in contempt, too.

And so who has right on their side? In principle I’m inclined to side with you. I bet changes need to be made and I can believe your colleagues are behaving like babies. Yet the sentence that makes me worry is when you say: “They seem threatened by my low tolerance for mediocrity.” That sounds high-handed and, coupled with the fact that you are quite young, I can see it getting up their noses.

So, here are your options. Try to get one of your supporters on the board to help you force through the changes you want to make. Or try to win them round by behaving differently. This is going to take a lot of time and determination, given how much bad blood there is, and it may not work. You need to listen to them more. You need to try to find some common ground. You need to show them that you respect them (this may be hard, as it seems that you don’t).

There is another option, which might be better. You decide you will never win them over, and leave to work for a private sector company where you will meet lots of others of your own kind.

August 14th, 2008 in Uncategorised | Permalink

45 Responses to “‘My colleagues disagree with everything I say or do’”

Comments

Well done you for taking pride and putting passion in to your work. However, do stop bullying your colleagues as it is clearly upsetting them, as demonstarted by their resistance to all you do and say.

Unfortunately you have chosen the worst industry and organisational type to exercise your ‘enthusiasm’. Healthcare is notoriously lethargic as it operates within a cartel like system, limiting the drive for efficiencies. As for non-profits, like governments and charities, these are the stomping ground for those that care, not those that can do (and, dare I say it, those that do not care and cannot do).

You need to temper your ‘opinions’, make nice with your colleagues, show appreciation for the existing status quo but all the while working closely with the directors to implement improvements. This is clearly two-faced but think of it as a sacrifice for the greater good.

It may also be that your personality is better suited to the traditional corporate environment. You may still struggle with implememntation (by upsetting people) but if the numbers add up those that benefit directly will ensure changes take place.

I also suggest you look in to improving your negotiation and diplomacy skills.
Posted by: Mr T, Director, London | August 14th, 2008 at 6:08 am | Report this comment
I have to say that when I read the words “my low tolerance for mediocrity and desire to challenge the status quo” they immediately bring to mind some of the most difficult colleagues I have worked with over the years. These have been people who have been utterly convinced that they are right and everyone else is wrong, found it difficult or impossible to listen to others or to compromise or co-operate and generally have had very poor interpersonal and team skills and have followed their own agenda come what may. Lacking the ability to step back and analyse their own behaviour and genuinely perplexed that they are not greeted as great visionaries, agents of positive change and shining examples to be followed, they have all convinced themselves that it is the system, or weak senior management, or mediocre colleagues who are to blame, adn that they are, quite simply, as close to perfect as it is humanly possible to be.

I don’t know if this describes you or not, but I would guess that it probably does. If you are sincere about wanting to address the problem (and don’t just want the world to bend to your way of doing things) then I would advise that you start off by telling yourself that no-one has a monopoly on wisdom and that every situation can be approached from a number of differnt perspectives. As a purely intellectual exercise, over the next week or so you could set yourself the challenge of assessing a few of the situations that arise within your organisation from several different perspectives, and seeing how these can throw up different responses and approaches (and that rarely is there a clear “right answer” - just different answers).

IF that works on a purely intellectual level, I would then go on to put the same exercise in a more human context - that is, after all, the environment we all operate in. Different people look at problems differently and approach them differently because they have had different experiences in life and as a result have different priorities. I would suggest that you again look at a few situations that arise but sit down, in an non-judgemental way, and try to work out where various colleagues are coming from on the issue, and why they say what they say and propose the actions that they propose. Where are they coming from? In order to do this, of course, you have to accord people a little respect and assume that they do actually have some sort of reason for their approaches and opinions and aren’t just stupid or lazy.

Ultimately that “Pavlovian reaction to everything I say or do” is actually a reaction to you and your approach, not to the content of what you are saying. When you say you are trying to work with them, do you actually mean that you are trying to bulldoze them and get them to see and do everything your way, rather than actually listening to them and trying to understand their points of view? I strongly suspect so.

If there are problems on a number of fronts, and you are the common factor in all of those situations, where does logic tell you the problem lies?
Posted by: Anthony | August 14th, 2008 at 7:51 am | Report this comment
You are in a deep hole, and as Anthony said, probably you are responsible for starting to dig. Now that your colleagues are joining in, you are probably past the point at which stopping digging yourself is going to prevent the hole becoming deeper and eventually swallowing you up. Don’t rely on the Board to save you.

Driving change in an organisation is very difficult, especially when you are trying to change HOW peole work rather than WHAT they are doing. If you fail to carry people with you, including the “mediocre” performers, then you will not succeed. Becoming unpopular is fatal because even your sensible proposals will be resisted. You need to become popular with your people.

Unpopular people can become popular. It is never too late. Sometimes it is as simple as asking for help. Another way is to do something which your colleagues have high on their own agenda.

In the healthcare industry most people are not motivated by abstract notions of efficiency. They are there to help patients. They are often frustrated when bureaucratic tasks distract them from their main purpose in life. Increasing efficiency, in their eyes, starts with reducing the bureaucracy that is imposed top-down. And they are often right.

Perhaps a way forward for you is to help your colleagues by challenging the board on selected bureaucratic issues that your colleagues see - probably correctly - as wasting their time.

Your colleagues mostly been in your business longer than you. They have ideas how their work can be done more efficiently. Do some listening and help them make changes. You will become better able to sell changes that they might not like so much.

Chris J, 56, Male, VP
Posted by: Chris J | August 14th, 2008 at 10:24 am | Report this comment
If you want to achieve anything of lasting value and effect, you must be able to take people with you - though this is easier said than done!

There are two key things here - firstly getting people to like or at least respect you and feel that you at least listen to their opinions and ideas (outward expressions at their apparent mediocrity will doom you to failure) and secondly, make sure you have the key decision makers onside right from the very start, ensuring they know there’s something in it for them, so you can neutralise any attempts at political game-playing by others.

Don’t waste your energy fighting people - a subtler, less combative approach will work wonders. You can still challenge the status quo but you don’t have to be quite so obvious about it.
Posted by: GLH, female, 30, manager | August 14th, 2008 at 12:02 pm | Report this comment
Let me translate :-

‘introducing efficiencies’

Cost Cutting

‘my work is recognised by board of directors’

…who are happy that they have found someone who is prepared to sacrifice their career whilst delivering some short term savings

‘developing a Pavlovian reaction’

… my position is now so weak that baiting me is mandatory and brightens up an otherwise boring day

‘no desire to challenge the status quo’

Methinks they have every intention of changing the status quo

‘I love my job’

The board read the FT

‘fighting them is not sustainable’

They’ve won
Posted by: Phil | August 14th, 2008 at 1:05 pm | Report this comment
The answer is simple, stop trying to make a name for yourself and select a member of the board who you can use to channel your suggestions through. This way the idea will be accepted, personalities taken away and the whole organisation will benefit from your inspirational thoughts.

Alternatively, establish a team and drive the suggestions as a team effort thus giving the suggestion relative anonymity.

If all fails, introduce a suggestion scheme and put your ideas forward either under a false name or anonymously.

Otherwise hold on in there, in the current economic climate the change merchant may be the first on the redundancy list!
Posted by: Kevin, 54, Male, Managing Director - Manufacturing | August 14th, 2008 at 1:52 pm | Report this comment
I actually believe you may be in the completely wrong work environment to start with:to me it seems you were brought in on purpose to shake things up - however it seems the person most shaken up right now is yourself.

Of course you can work on yourself, initiate team buildings, do 360 feedbacks but ask yourself if the actual structure, values etc of the company suit YOU in the mid/long term.
Of course the board is happy that you are there, it is always more convenient to ‘blame’ an ‘outsider’ if things turn bad eventually.

I myself have once taken the challenge for a job in a non-profit environment - assuming I could introduce some commercial attitude and that my passion for the job was enough… It was not enough and I realised that sometimes it is better to leave an environment that does not want change rather than losing your passion & motivation. Those things you can always take to another job… Good luck!
Posted by: Christl | August 14th, 2008 at 2:02 pm | Report this comment
Get engaged. It is best to lead from the rear on radical change. Engage people in discussion, listen well, and evolve what they say will help them into changes the organization needs. You are currently trapped in a prison of your own devise, and must earn parole through adjusting your methods.
Posted by: Alan, 59, male, consultant | August 14th, 2008 at 2:08 pm | Report this comment
I think you contradict yourself more than once. You say that some of your colleagues are developing a Pavlovian reaction to everything you say or do and are opposing it on principle. This doesn’t make sense. Opposing something on principle is not a Pavlovian reaction. If they were to oppose everything you say without applying their minds to it, without a care as to what you have it mind or the implications of your proposal, it could be called Pavlovian. But if they do it on ‘Principle’ then it’s not Pavlovian.

You also say that they try to engage them and work with them. But then you go on to imply that there is a lot of mediocrity in your office. If you’ve made up your mind that the others are mediocre, you cannot work with them.

I assume your work involves a lot of discussion around policies and issues. I suggest you reconsider your evaluation of your colleagues, give them a fair hearing all the time and stop trying to get in the last word on every issue.

Vinod Joseph
Male, 33, Lawyer
www.winnowed.blogspot.com
Posted by: Vinod Joseph | August 14th, 2008 at 3:07 pm | Report this comment
Your comment describes the situation I have found myself in many times. More importantly, it seems your personality closely mirrors my own.

Your ‘low tolerance for mediocrity and desire to challenge the status quo’ is most likely perceived by others as a combative, sheltered, point-of-view-forcing method of interaction. Simply by referring to the work of others around you as ’status quo’ sets up your mental model of your work environment in a horrible light. The resulting viewpoint you create, which affects each and every nuance of your comments, reactions, and actions is marred by consistent internal (read: silent) criticism. Flooding your mind with succinct reasons why everything is under par/inherently flawed and must be changed only allows you to focus on the negative. This is why ‘fighting them drains [your] energy and is not sustainable.’

Try to be extremely open-minded for a short-time. Create a control for your own social experiment. Do you find yourself often interrupting conversation and speaking before others are finished, dying to blurt out your wonderful insight? You may truly not be interested in what they have to say. This is often difficult to realize.

People must feel their unique point of view matters, and in fact, their point of view is unique as they are the only ones who have experienced life through their own eyes and know the critical details of their own job better than anyone else. Micromanagement in business (and politics) always fails in operation and outcome.

I made a change, and the results are like night and day. Listening first rather than speaking, and asking opinions of others first rather than voicing my own helped me to understand what was really needed, and allowed me to ‘change the status quo.’ If you want to be a leader, you must be one.

Best of luck!
Posted by: Adam, Male, 22, Information Systems Project Manager, Consumer Goods | August 14th, 2008 at 3:23 pm | Report this comment
Have you noticed how readers’ suggestions to this dilemma are much longer than usual ? Is this simply consistent with the nature of the query, or final proof that readers of the FT have a lot of time on their hands in these near-recessionary days ?!?
Posted by: Jules | August 14th, 2008 at 3:54 pm | Report this comment
…and you, Jules, have the time to read them…?!
Posted by: GLH, female, 30, manager | August 14th, 2008 at 4:40 pm | Report this comment
Anyone who is prepared to say ‘no’ when everyone else says ‘yes’ to preserve the collective peace, will face situations like the one you are in now. When someone like you proposes change, one has to be prepared to face the hostility of those who prefer to bask in their comfort zone.

John, Retired Director
Age:58, Male
Posted by: John | August 14th, 2008 at 6:00 pm | Report this comment
My first recommendation is that you engage a personal Mentor to help you address and deal with your deep-seated arrogance.
Assuming that the Directors not only recognise what you are doing, but actually authorise it, how can you not see that you are being set up to fail; you are a fall guy. Eventually, the staff will approach the Board, who will negotiate changes and offer you as a sacrifice. Your Mentor will be able to help you with your deep-seated naiivety.
Learn from your errors, move on and improve. What you should learn is the next step that your Mentor can assist with. For starters, realise that you need to work with the people you have; catastrophic upheaval is not good, unless you are rescuing the organisation from a disaster. You risk creating that disaster.
Next, realise that the staff are not there for you to practice on. They have rights, knowledge and skills. How dare you assume that after such a short tenure, you know best in all things?
Then, perhaps you should read Drucker and Porter and learn the differences between efficiency and effectiveness.
Armed with that useful knowledge, you should seek to acquire some sound Project Management skills, from definition to post implementaion review. Apply these new skills in your own mind (mind mapping software can be a great help) to visualise the potential and likely consequences, before you impose them on anyone else.
Good luck! You can do better.
A65Bill, 57, male, SME Interventionist.
Posted by: A65Bill | August 14th, 2008 at 6:01 pm | Report this comment
In your post you don’t indicate your role but if the Board is aware of your suggestions I presume you are in position of authority. In order to demonstrate Leadership one must have “Followship”. You clearly have demonstrated leadership but in such way as you may now be leading but no one is following.

Some of the other posts suggest that you develop a mentor and work through them to implement changes. I suggest taking a different tack and would suggest YOU become a mentor to develop a more effective team prepared to conceive and implement some of their own ideas under your tutelage. Through this method you weed out the weaklings, continue to develop a more efficient organization, while building an effective team. Such an approach will also win you kudos with the board for being an effective coach and teacher.

Regards
Posted by: Gary, 51, M, Sr Mgr | August 14th, 2008 at 6:55 pm | Report this comment
Male 68 retired manager

Interact with staff as individuals and with respect, obtain and provide evidence that a) eficiency has or will be obtained and b) that there is a positive outcome for them. Not easy!
Posted by: Chris | August 15th, 2008 at 12:05 pm | Report this comment
Unless you want to start looking for a new job, you should think about how to turn things around bit by bit.

Firstly, think how you can turn the tables and make one(or some) of your collegues think that any ideas you’ve had are theirs.

A question you have to ask yourself is, are you taking all the credit?
Regardless of if you had the idea - it may be wise to share the credit (that you recieve from the board) and this may slowly start to change people’s attitudes towards you.
Posted by: FDH | August 15th, 2008 at 4:40 pm | Report this comment
You’ve got to maintain the cap and build stronger alliances that you could leverage as defensive lines against these saboteurs.

Having said that, the best defense in these type of situations is offense. Annihilate your enemies by leveraging your existing support to challenge the value they bring to the organization. Do not engage them and be merciless. Total victory is within reach.
Posted by: IH | August 15th, 2008 at 5:17 pm | Report this comment
Set yourself a goal to improve the results and atmosphere within a set number of months. After that time, evaluate whether you should still be there.

To succeed in staying or leaving, ask your colleagues what they feel are the frustrations and efficiencies that irk them.

Then they’ll be interested enough to discuss problems and solutions, before taking shots at you.

As you develop and bring out these discussions, make yourself give credit to people for coming up with suggestions, when you agree with them. That will make everyone look at both the ideas and you, more favourably.

Good luck!

Ed, 52, Male, Executive Seach Consultant
Posted by: Ed Wooller | August 15th, 2008 at 7:01 pm | Report this comment
Your situation requires a very special blend of psychology and extreme violence. Remove the “Enter” key from the keyboards of anyone that stands against you.
Posted by: Brian | August 15th, 2008 at 7:11 pm | Report this comment
I would say quit whilst you can and get a glowing reference whilst you are still valued by your superiors.

Next step, apply for a similar position at the Treasury, Gordon Brown and his minions could do with more people of your ilk.

Deborah, female, 47, self employed and cheesed off taxpayer
Posted by: Deborah | August 15th, 2008 at 7:48 pm | Report this comment
Change is always a problem. Its advantages are theory and the disadvantages are real. The status quo, no matter how bad, has the merit that people have adapted to its faults.

I’ve been in your position many times with varying degrees of success. Still remember the blazing row with a production manager when I told him that his operators didn’t have nine years’ experience - they had one year nine times.

You have several threads to address : You need to become an expert in the situation as it is now and introduce small changes that make life easier for your colleagues. This gives you credibility. Praise colleagues to visitors and senior managers - giving them credit for ideas. Find their hot buttons because you need to answer their “What’s in it for me?” questions. This is the start of leadership

Finally, and this is unfortunately where you may conclude that you’re in the wrong organisation - my 30+ years in product development has taught me that projects with the aim of purely cost reduction are never cost-effective. Unless you are also improving quality, you will fail.
Posted by: Paul, 53, male, consultant | August 16th, 2008 at 2:46 am | Report this comment
Your colleagues have apparently confused the bell with a stopwatch held in your other hand. This often happens, at first, when hungry people mistake mistake something for nourishment. If you don’t relish a fight—probably the best reason for being so confrontational in the first place—then you might drop what you’re holding. Or you could try peddling your stuff in the for-profit world.
Posted by: Investor, male, 51 | August 16th, 2008 at 4:15 am | Report this comment
Low tolerance for mediocrity itself is a manifestation of mediocrity as the mediocrity finds its place in the personality when the ills like low telerance or intolerance are stated as qualities of self.
Posted by: L.A- Juniour Joint Director | August 16th, 2008 at 7:24 am | Report this comment
I am not totally clear if you have been hired with the brief of shaking things up or if you have taken this upon yourself. I am going to assume the former as in the latter case the course you should take is obvious.

It sounds to me as if your job is like trying to get Turkeys to vote for Christmas. Your colleagues are taking the organisation’s money but are actually in it for themselves, and will oppose anything that makes their life more difficult or threatens their jobs, as you say on principle.

If you have the authority or influence, make it clear that anyone who refuses to follow your instructions will be fired. If you don’t have the authority or influence, then you have been dealt an impossible hand and should probably state this to the board and ask them to back you or sack you as it were.
Posted by: Samec, 30 | August 16th, 2008 at 5:52 pm | Report this comment
The other question is what does “opposing” mean? Do you mean expressing disagreement or refusing to implement decisions approved at a higher level. I have already dealt with the latter. If it is only the former and you perceive it as a big problem then presumably you are making decisions jointly with them. If so then you maybe need to appeal to the board.
Posted by: Samec, 30 | August 16th, 2008 at 6:05 pm | Report this comment
Improving the working practices of a company needs the agreement and engagement of all affected and quite obviously you are incapable of fulfilling this crucially important part of your function. It seems you have been promoted beyond your abilities. I suggest you shut up and stop drawing attention to your shortcomings.
Posted by: sizzler | August 16th, 2008 at 8:35 pm | Report this comment
effected obviously
Posted by: sizzler | August 16th, 2008 at 8:38 pm | Report this comment
I believe you are capable but need to improve your understanding of how other people think. I imagine you are the sort of person for whom everyone and everything needs to make sense. Take a look at http://typelogic.com. I’ll bet you are an INTJ.
Good luck.
Posted by: Duke, 38, corporate strategist | August 16th, 2008 at 9:53 pm | Report this comment
There are two things people don’t like in a complaining co-worker. One is a smart ass, the other is a dumbass. It’s hard to tell which one you are Mr Healthcare Director, but I’m leaning towards number 2, because you seems full of it.

You say the board recognises your work. I’m guessing they do so by saying “oh no, not this rubbish again!”. I assume you are one of those people who want to show “how we can improve the efficiencies of our processes… bla bla bla di bla bla bla…” Usually people don’t need to improve their process, they just need to do some damn work for a change instead of checking the internet to see who’s taking a shower in the big brother house.

I’m guessing your colleagues aren’t suffering from cognitive dissonance, but are just really sick of your moaning. If you want to criticise your co-workers, find something concrete (like telling them to shut up and get to work) and don’t flood them with mindless consultant speak.

Since you bring up the pavlovian thing: if I was going to put you in a BCG matrix, you would be a dog. Make the best of it: It’s time to stop barking up the wrong tree and start biting some people, then you know your colleagues will listen.

I remember when I had a dissenting employee who kept complaining about “insufficient due diligence” and “ignoring risk assessments”. I told him in his own terms “I have assessed that your presence is increasing the risk of us not delivering on our earnings targets. I think it will be duly dilligent of me to tell you to shut up and go away.”
Posted by: Stellan Sjögreen, Banker 39 | August 18th, 2008 at 12:22 pm | Report this comment
If the public services were primarily concerned with value added then we’d sack 90% of everyone in Whitehall.

Come to think of it, considering the drivel consumers and workers have to tolerate in education, health, crime, red tape… perhaps you have hit upon something.

You provide your own answer. It is not sustainable.
Posted by: Neil, 45, male, director | August 18th, 2008 at 12:53 pm | Report this comment
Been there, done that (i.e. change management in a public sector organisation). You have two options: either you capitulate and become one of them or you leave.

I left 6 years ago after an unhappy 12 months of working with unionised ‘lifer’ staff of a public sector agency and my career has gone from strength to strength. My former colleagues are still doing what they always did (quite possibly because they are unable to do anything else).
Posted by: Fiona | August 18th, 2008 at 2:04 pm | Report this comment
Nowhere is an ill founded attempt to enhance efficiency more irritating and wasteful than in the health care sector. Your colleagues growing aversion to your ideas seem to suggest that ýour attempts are not useful. Move on to another sector where you may have more to contribute.

Industrial engineer, female, 37
Posted by: Anja | August 19th, 2008 at 5:06 pm | Report this comment
It’s not what you say - it’s how you’re heard. From the language you use here, it’s clear you’re not aware of this.

When you talk about creating efficiencies, your colleagues probably hear you telling them that they’re not doing their job properly. If you’re the leader of the team, you can do that. If you’re just a colleague, however, then little wonder you’re irritating them.

Either get some support from the boss and create a proper goal-led change management program or leave to become a management consultant.
Posted by: David, 35, Male, Director | August 20th, 2008 at 7:12 am | Report this comment
I second every word uttered by Mr T, Director, London.

Mr. T, Thank you for pouring and ioning out your analysis.

Dear Lucy thank you for posting Healthcare director’s, male, 32 Problem.

Mr. Director I look at you as a patient in a health care environment. Heal or Kneel.
Posted by: Loucia Isaac Seropian | August 20th, 2008 at 11:01 am | Report this comment
LEAVE.
Either they are lazy and are resisting your attempts to make them do a better job, or you just don’t get some of the technical aspects of healthcare.
Whichever it is, you aren’t winning and it sounds like they are. Discretion is the better part of valour…
Posted by: Greg 43 male ex-GP | August 20th, 2008 at 1:04 pm | Report this comment
Your comments and attitude indicate anarrogant and narcissistattitude toward others and I would suggest that you seek professional help via psychotherapy.
Posted by: carol br | August 21st, 2008 at 3:31 pm | Report this comment
Organisations exist either to serve the interests of their shareholders or (in the case of public organisations) to serve the public and the taxpayer.

What people write above about “taking all involved with you” doesn’t apply if those people have totally lost sight of the organisation is supposed to be doing and are out for themselves. If this is the case (as it may or may not be) then the situation is different and we are talking about a hostage rescue.

By the way, I agree with what others say about how you express yourself, but it’s too easy an answer to say that’s the only problem. You may well be more diplomatic at work and be letting off steam here.
Posted by: Samec, 30 | August 21st, 2008 at 7:22 pm | Report this comment
You sound dreadful and I’m really glad I don’t work with you. People spend such a high proportion of their lives at work, and in many instances that time is actively unpleasant because of people such as you.
The board think you are great, most likely because you suck up to them and imply that all the problems with the organisation are with the intransigent and lazy workforce, not any failings on their part.
Your ghastly phrase “low tolerance for mediocrity and desire to challenge the status quo” indicates that you do not have respect for your ‘oppositional’ colleagues. Why on earth should you expect them to respect you?
Posted by: Danny, 33, Contractor | August 21st, 2008 at 9:53 pm | Report this comment
Your problem appears to be a very divisive one that separates people according to their worldview: are you more concerned with how things are and have been, or are you more concerned with how things could and will be? You are clearly of the second type, while it appears that most of the commentators are of the first. This matches with statistics - studys show that approximately three quarters of the adult population focus their attention on things as the are and have been, while only a quarter focus on future possibilities and change.

Unfortunately for you, it also matches with the working population. And so of course, herein lies your problem. Three quarters of the population are fundamentally opposed to change. The remainder will either find themselves in professions that allow or encourage them to catalyse or implement change, give up and go crazy in a stagnating environment, or burn out trying to instigate change in an organisation that does not want to change (regardless of the surface rhetoric that might get thrown around).

The point of all this is two-fold.

First, you need to understand that this problem is based in people’s underlying psyche and will not change, regardless of how hard you try to alter their perspective.

Second, understanding this leaves you with limited options (the three suggested above). Either:-
1) Continue in your current position with your current methods and burn out within the year;
2) Give up, accept that these people don’t want to change, and tow the party line, consuming perq’s, producing paperwork that justifies your existence and pat your colleagues on the back;
3) Get out of there and get yourself over to a firm that will appreciate your ability to identify needed improvements and possible ways to implement such changes - as a director at 32, I’m sure your experience in the healthcare sector would be welcomed at a good consulting firm, where it is far more likely to be both recognised and rewarded.

There is of course another option which is much harder but potentially more rewarding in the long run:-
4) Stay and fix it - despite the general population’s natural aversion to change, history has shown that people will be willing to change provided they are presented with the right incentives. If you have a genuine desire to implement improvements in efficiency (or whatever other change you might desire in the future), you need to learn to get others’ buy-in. You will never deal with an organisation where every employee wants to embrace change - you must work with the material you have. I can’t tell you how to do this - every organisation is different - but I can say that it will involve an incredible amount of patience and a healthy dose of humility, because sometimes you have to give others the credit in order to get your ideas over the line.

I don’t envy you. In fact, I suspect that your current situation may be beyond repair. But nevermind, there will always be more opportunities. And I’m sure you’ll approach the next one with a new level of wisdom that can only come from this sort of experience.
Posted by: Benjamin, Investment Banker | August 22nd, 2008 at 3:22 am | Report this comment
If your colleagues are ganging up on you, urgent action is needed. Start by instituting a consultion process. Set up individual meetings with all the team and ask them for their views, suggestions for change, problems they have. Listen. Then announce any changes you wish to make as being as result of the team consultation process and give credit to all the team for their helpful and constructive suggestions. Who knows, some of them might even have good ideas if you’ll only listen.
Avoid group meetings like the plague as it only makes sure you are outnumbered.
Carole,Advertiement consultant Retired (but still bossy)
Posted by: carole | August 23rd, 2008 at 12:28 pm | Report this comment
This is fantastic ! This is the funniest article / character assasination I’ve read for ages !
Posted by: Scott | August 26th, 2008 at 11:21 am | Report this comment
You seem to suffer from an over-appreciation of your own thinking, an under appreciation of the old adage: All of us are smarter than any of us; and a nascent “Messiah complex.” Shut up. Start listening. Start giving your associates respect, consideration, affection, credit and trust. You will be absolutely amazed and how quickly things start to turn around. They are not the problem, my friend. You are.
Posted by: Maxwell 48, Male, recreational therapist | August 27th, 2008 at 8:44 pm | Report this comment
Oh Maxwell, you are exactly the kind of angry therapist we all need, mediocre, judgemental and probably with the dellusion of being empathic and caring.

You talk about respect but give none, you talk about affect and consieration and give none, you talk about giving credit but give none, and you talk about trust because you are not trustworthy yourself.

I feel I know you so well because you exist in so many varieties that it is frightening.

It is precisely people like yourself the healthcare director is up against, and it just illustrates to us what a hard work he has not only adapting himself but also having to give credit to fine folk like you.
Posted by: Not Maxwell | September 5th, 2008 at 3:30 pm | Report this comment
32, manager who has not served time in the trenches, trying to tell experienced people how to do their jobs. That might not be the truth, but that is how they see you.

You’ve forgotten the first rule of leadership - to get people to follow you, you need to establish credibility. Soldiers throughout history have gladly charged into the breach for a general who they saw was willing to risk his neck in battle like the rest of them, who would camp in similar conditions to them, and take care of his troops. They didn’t do this for absent distant commanders who tried to act one better than the rest.

IMO you need to take a serious dose of humility and muck in with the troops. Why not approach them one by one, say you’d like to learn how and what they do, just be humble and approachable and try to get them to open up to you. Go to the operating theatre and watch some operations, go with the nurses as they administer care to the chronically ill, get into an ambulance with some paramedics. Get to know the job from the bottom to the top. Treat everyone with respect, and as if they are an expert (which they are, compared to you, in their fields of expertise). Not only will this establish credibility and reputation amongst the organization, it will actually improve your objective knowledge, understanding and skills immeasurably. It will probably be good fun too.

Get stuck in lad, learn the business. Only then can you hope to know what to do to improve things, let alone be taken seriously. The manager who has worked his way up from the factory floor is always given more credibility and respect than the stranger parachuted in from outside. You can’t serve 15 years in this place to establish that reputation, but you can fast-track to 80% the same results with a bit of hard graft and “office” diplomacy.
Posted by: R.sole | October 21st, 2008 at 12:06 am | Report this comment