QUESTION: I have become a pawn in my manager’s games.
REALITY: If you are convinced you are doing the right thing, then you should have no fear.
As one climbs the management ladder, the number of people with whom one needs to interact increases exponentially. Increased interactions lead to multiple interpersonal issues. Some of these interactions might even turn acrimonious. It is true that, as one grows in responsibility, the stakes are higher and any significant mistake can prove costly. Therefore, there is always a chance of someone ‘covering his own back’ and finding a pawn in the blame game. The pawn could be anyone, but the easy target would be a subordinate. Most of the time, the subordinate does not know he has become a pawn, and when he does realize it, it is already too late. Let us look at an example of how a subordinate might become a pawn.
The senior manager’s boss receives an urgent call from the customer support team, stating that one of the features in the current release is not working. The boss gets very angry with the senior manager and wants to know how he could have committed such a mistake. The senior manager calls two of his subordinate managers, Savita and Rahul, to vent his frustration. Savita says, ‘This is not my fault. I had designed the hardware well and tested it properly. I provided the test report to Rahul. You asked Rahul to take my system and add his .software and release it to the customer. Therefore, this issue should have been looked into by Rahul.’ Rahul responds, Savita, this issue is hardware-related. You should have tested it properly before releasing it to me. I am responsible only for the software.’ Look at him, he grabbed the software and hardware integration for his team, in spite of my warning him that his team did not have the skill set, and now he is blaming me,’ shouts an indignant Savita. The senior manager then asks Rahul to bring Ram into the debate. Ram is the most senior member in Savita’s team but, during restructuring, Rahul had grabbed him for software and hardware integratior. Rahul goes to his cubicle and tells Ram the full story and says the senior manager is very angry and under pressure from the top management. He tells him that he should be very careful about what he says as the senior manager wants to find out the correct story. ‘It would be better to buy time, till things settle down,’ he advises Ram.
Soon Ram finds himself standing in front of the senior manager. ‘Ram, why- did you fail to test this particular feature before releasing it to the customer?’ This feature was not in the scope,’ Ram replies. ‘Ram, he is talking about the latest release, think well before responding,’ Rahul tries to silence him, Ram, please tell the truth. Do not be under any pressure as we are all here to support you,’ assures Savita, sensing that Rahul is trying to cover his mistake. Ram now realizes that he had became a pawn in the tussle between two managers. The truth is that Rahul had missed out on passing this feature’s details to Ram after receiving it from Savita, and therefore Ram could not test it.
A good manager should first look into such an issue and work towards resolving it, so that the customer can have a convincing and satisfying answer. Why the problem cropped up in the first place should be taken up only after the customer issue is resolved, not for the purpose of blaming the person, but for improving the process.
In the example cited above, if the senior manager’s approach had been to encourage Ram to come out with the truth, Ram would have perhaps done so, and even suggested a list of corrective actions. This would not only have helped steer the problem towards its resolution phase but also improved the due process.
When a manager is at fault, he should be mature in handling the situation, and not victimize a subordinate for telling the truth. He should foresee that the subordinate might well reiterate his case before the -senior management. Mistakes should not be an excuse for a witch-hunt, but an opportunity to learn. A team that Is afraid to make mistakes will be far less effective: than one which has no such fear. ills the manager’s job to create a fearless culture among the employees.
WHAT CAN YOU DO AS THE EMPLOYEE? You have to speak your mind and be consistent in your statements. Initially, this might cause issues with your colleagues if your statement is not in line with theirs, but you have no other choice but to tell the truth. As time progresses, the dust will settle and people will realize that you had the courage to tell the truth. This will help in building your image and set the right tone for future interactions, where your statements will be taken more seriously.
WHAT CAN YOU DO AS THE MANAGER? You should not involve your team members unnecessarily in your arguments with your colleagues. Accept your mistake- if you have made one – and do not pass the blame on to your team members. As a
manager, the team’s outcome is your outcome, too. Therefore, be careful in singling out a person without cause’, because sooner or later, your team will come to know, and if you have hidden something, they will start doubting your integrity.
