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FROM: SEP-OCT 2008 ISSUE | BY MERGE GUPTA-SUNDERJI
When two elephants tussle, it’s the grass that suffers.
– Kiswahili proverb
If you are in a position of leadership in your organization it is worth remembering that you are, at least metaphorically speaking, an elephant. Occasionally, managers and supervisors get into disagreements. Sometimes these disagreements are small and easily resolved, but every so often, a small argument deteriorates into a much larger conflict. When that happens, the consequences of the combat are felt far beyond those engaged in battle. And it is usually the people who work the closest to the feuding managers that are harmed the most.
Let me give you an example. George is an employee in a large company. He has become increasingly frustrated with his role in the organization. George is in middle management, competent, emotionally intelligent, and highly-respected by his peers and internal customers. He has been in his position for more than six years, so he is chomping at the bit for new challenges and learning opportunities. For three years, he has expressed his desire for a transfer or promotion, but his excellent skills have become an impediment to his success. George is so good at what he does that his immediate manager is unwilling to transfer him to another role.
Now this is not a man who gets discouraged easily. Over the past two years, he has taken a positive approach to this dilemma, clearly identifying jobs he would like in the company and actively seeking to identify possible replacements for himself. But he has been thwarted with excuses: “the timing isn’t right,” “we need you here,” and “maybe in the next quarter.” As patient as George has been, his frustration reached a breaking point a few weeks ago when he realized that he was a pawn in an ongoing feud between two managers; the grass in a battle between two elephants.
In an emotionally-charged conversation with his manager about the lack of advancement in his career progression, the truth finally emerged. George’s manager is involved in a long-standing turf war with the manager of a division that George had repeatedly identified as a “dream” job. Turns out that a few months ago, the other manager asked specifically for George to fill a new role. George would have jumped at it, but he wasn’t given the opportunity. As George’s manager offhandedly explained, “The other manager wouldn’t give me anything in return. I asked for an employee from his area in trade, and he wouldn’t cut a deal with me.”
George was devastated to learn this. A formerly positive, enthusiastic, and hard-working employee, his enjoyment of his work and his sense of allegiance to the organization are no longer. He feels betrayed, and this is reflected in both the quality of his work as well as his state of mind. He is now actively considering job offers from other companies. This organization is at risk of losing one of its best employees. Ironically, the people who could have prevented this situation are the ones who created it.
What is your philosophy as a leader? Are you tussling the battle of the elephants, or are you concentrating on growing the grass? If you hold the title of manager or supervisor, you should not lose sight of your fundamental role – to be a coach and developer of your people. This core responsibility is absolutely central to good leadership. After all, leadership cannot exist in isolation, as your success is evident in your effect on others around you. George’s manager has forgotten that her primary responsibility as a leader – and the basis of her success – is to develop and nurture her staff. And even though she may win turf wars with other managers, she has already lost credibility as a leader. Write and tell me what you think.
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