QUESTION: I have the support of my colleagues in taking up an Issue with my manager.
FACT: Present your own case as there is a chance that your colleagues might back out, making the case weak.
A person tends to discuss issues which are bothering him with a colleague in whom he has confidence, And this colleague’ might have had a similar experience and may sympathizes with him’. However, some colleagues Might add more fuel to the fire by Inciting him to speak against the perceived injustice. This may complicate matters even more. The colleague may go a step further and promise support if the manager wishes to verify the issue with him. Buoyed by such support, the aggrieved person may approach the manager, and even cite the colleague’s similar experience. The manager then proceeds to verify with the colleague. There is a fair chance of the colleague either denying having had any such experience or presenting the information in such a way that it dilutes its importance and weakens the individual’s case. In the end, the complainant finds himself in a spot.
If an employee has any complaint, he must collect all the necessary data before approaching the manager. And if colleagues, too, have been impacted, he should ask them to join him so that they can all go collectively to the manager. But if the colleagues show a reluctance to approach the manager, he will know how they really view the matter. Collecting inputs from colleagues based on. data is different from collecting opinions. Inputs to managers should always be based on data, Comments representing others’ opinions are both dangerous and unprofessional.
It is always prudent to present one’s own case. Yes, one could ask the manager whether others, too, are experiencing a similar problem, but one should never name names. And if you get your fingers burnt in the .case, take it as a good lesson.
As for the manager, he should try to understand the person’s problem and resolve it amicably. He should also help him to look at the issue from different perspectives: this could enable him to attain professional maturity. From the team perspective, it is also important that the manager help the complainant regain confidence and trust in his colleagues who had backed off at the last moment.
WHAT CAN YOU DO THE EMPLOYEE? Ask your colleagues to join if the cause is a common one, or you could ask one particular colleague who feels strongly about the issue. But from their very first response, you should make up your Mind whether to proceed or not. Once you decide to take up the issue with the manager, you should be backed by full data, but avoid naming the others who support your case. When confronted by an issue, you should learn to separate it from people and feelings; this will help you to understand the real problem and gain a better result.
WHAT CAN YOU DO AS THE MANAGER? If an employee has come to you with an issue, do look into it. Sometimes, due to an immature approach, he may use other people’s names too. But you should not penalize the person for reporting the problem as chances are high that other people may have their own, different versions. Do not make the person a problem by shifting the focus from the issue to the person. Focus on the actual problem of the employee and respond to it. This will help you in winning over the employee who is feeling let down by his colleagues.
