No-Nonsense & Sensitivity

I find it easier to deal with people in a down-to-earth way. Yet, at the core of all relationships, I wouldn’t take away the gravity of “different strokes”, protecting the interest of the person and that of the company. Honesty, straightforward thinking, a bit of sensitivity to needs and judgment with some common sense, has worked for me in challenging times.

For all the right reasons, managers and team members sometimes hesitate to stand their ground. Here, embracing a no-nonsense approach might uncover layers of inhibition, protocol, assumptions and what-if scenarios. An open conversation would reveal the unknown or evidence of lurking impressions. Saving dignity and giving due respect is crucial. Not to miss, fixing the embarrassing moments where one gets stuck. To get to the bottom of the issue, speak up, be specific and subtle, dig up relevant information, be willing to make accommodations, and stay firm to your side of the deal.

Close to retirement, a senior Marketing Director’s performance was not up to the MD’s expectations; he was looking to replace him. As the involved third party, I needed to advise the MD on his two options for “managing the senior employee out”.

• Option 1: To award a six month salary in appreciation of his 20 year service tenure and bring a new Director on board.

• Option 2: Side step the issue. Offer the role of Product Launch Director to the Senior Manager for six months and then end his service.

In the first option, I raised the perspective of the Senior Manager’s dignity at risk when his replacement would be announced and this solution just didn't seem right. Instead I suggested it might be better to openly chat about issues and provide a six month period to improve performance. The open conversation encouraged the Senior Manager to ask to stay on in the company for a year after which he was due to retire. The MD conceded to the request in recognition of the Manager's long service. It was no surprise that the manager’s performance stepped up in a few months.

On another occasion, an outsourcing contract would soon end. While the client was quiet about his intent to renew, they had not confirmed the closure in writing. A few weeks ago, the hiring of an in-house HR manager implied our contract would be over. The challenge was now to bide our time for three months. I could sense that bad news would soon come our way and that the Project Head was waiting for the right moment to break it. The way forward had to be a win-win. The client agreed to a contract extension for the requested period which was financially viable for both sides and a smooth end of services for our firm.

There were no awkward moments. Heads were held high.