Not My Department

As much as good managers want to solve problems, sometimes the problem belongs to someone else.  Trying to solve a problem that does not belong to us is usually futile, because the source of the problem is outside our influence.

Critical to the analysis of problems is to accurately define the issues.  If all the issues, or even most of the issues are within our sphere of influence, we can develop approaches to addressing them and creating a solution to the problem.  For the intractable bits, perhaps workarounds can be found, a kind of solution.

However, if the problem belongs to another organizational unit, or even more difficult, our boss, great care must be taken in addressing the issues caused for our staff.  The first effort must be to meet with the responsible manager to diplomatically and factually lay out the problem and why it is causing harm.  Our meeting skills will be tested because we must be sensitive to body language and implicit messages.

If time goes by and the responsible manager has not responded or has taken insufficient action to solve the problem, a choice confronts us.  Is the problem harmful enough to warrant further action?  Sometimes we just have to live with irritations.  Perhaps it is better to keep good relations while getting on with accomplishing our own objectives.  Occasionally, the passage of time will make the issues irrelevant.

When a problem is too serious to ignore, and when collegial-style consultation does not work, the next step is to discuss the problem with another resource.  Again, identify the real nature of the problem.  Is it a problem of management style? Consult with a trusted colleague or your boss. Are the issues closely related to human resource management?  Seek confidential help from corporate advisors.  Are there serious financial concerns? Speak to a senior manager or even an auditor.  The key is to keep every discussion confidential until a responsible strategy can be developed.