Dear All,
I am currently the Chief Operating Officer (COO) of an autonomous body registered under the Societies Act and supported by the Government of India. We have a small team of 10 people and are working under the Skill India Mission. Last year, I took over as the acting CEO when the previous CEO resigned. The team is quite old and was loyal to the CEO, as he was very lenient and over 60 years of age.
It was challenging last year to grow the business due to COVID-19 and also because of a very incompetent team. They have a habit of behaving like government bureaucrats, causing work to be delayed. There were no targets set, no Key Result Areas (KRAs), no HR policies in place, and the team was free and not accountable for anything. However, due to the slow business, I began introducing procedures and setting goals with the team gradually.
To my surprise, one day while I was struggling with COVID-19, a few staff members (nonperformers) wrote to my board and chairman, complaining about leadership with false and fabricated allegations. They are adamant about preventing my promotion to CEO, which was due this month. We have a grievance committee working on this issue. However, I would like to know what steps should be taken to address this situation. The team consists of junior resources as Executives and Deputy Managers. Should I, along with the grievance committee, speak to each employee and address the allegations or take another approach?
Kindly guide me on the best course of action to handle this delicate situation. Thank you.
From India, Gurgaon
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I am currently the Chief Operating Officer (COO) of an autonomous body registered under the Societies Act and supported by the Government of India. We have a small team of 10 people and are working under the Skill India Mission. Last year, I took over as the acting CEO when the previous CEO resigned. The team is quite old and was loyal to the CEO, as he was very lenient and over 60 years of age.
It was challenging last year to grow the business due to COVID-19 and also because of a very incompetent team. They have a habit of behaving like government bureaucrats, causing work to be delayed. There were no targets set, no Key Result Areas (KRAs), no HR policies in place, and the team was free and not accountable for anything. However, due to the slow business, I began introducing procedures and setting goals with the team gradually.
To my surprise, one day while I was struggling with COVID-19, a few staff members (nonperformers) wrote to my board and chairman, complaining about leadership with false and fabricated allegations. They are adamant about preventing my promotion to CEO, which was due this month. We have a grievance committee working on this issue. However, I would like to know what steps should be taken to address this situation. The team consists of junior resources as Executives and Deputy Managers. Should I, along with the grievance committee, speak to each employee and address the allegations or take another approach?
Kindly guide me on the best course of action to handle this delicate situation. Thank you.
From India, Gurgaon
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Dear Shalojas,
In hindsight, it can be said that:
a) You could have obtained the sanction from the BoD or the Chairman for the imposition of targets, goals, etc. In the beginning, it was necessary to shoot from the shoulder of the BoD to avoid the backlash.
b) You have kept the BoD and Chairman informed of the ground realities. Proactive communication would have mitigated the impact of the grievances from the juniors.
c) You could have identified 1-2 troublemakers, and, with permission from the Chairman, those people could have been removed from the job. It would have sent a signal to one and all.
Nevertheless, all this is in the past, and let me come to a solution.
If you are told to depose before the grievance handling committee, then you can very well explain that to grow an organization, it was necessary to set the targets for the individuals and their departments. This is the only procedure to filter the underperforming employees. You have worked in the interest of the organization. Only the acting CEO cannot have accountability to grow the organization. The accountability has to cascade down as well.
Hereafter, one more caution you need to observe is to demonstrate assertive skills at the workplace. Whatever the provocation may be, please do not allow your emotions to sway you. Be polite but be firm as well. When the leaders fail to use their interpersonal skills, the conflict becomes personal. Once the conflict becomes personal, the real issues get pushed under the carpet, and the discussion starts on behavior. Please do not allow that to happen.
Finally, feedback on the quality of your post. It could have been better. Your post does not give a feeling that it has come from the acting CEO or the future CEO. Please make sure that your written communication is compatible with your stature. Not just because of your designation, but you need to be head and shoulders above your juniors because of your competencies as well.
General lessons: Unless one gets a carte blanche, bringing change is always difficult. There are individuals who try to block the change. The change becomes far more difficult if, rather than performance, loyalty was rewarded in the past. The loyal ones perceive a threat to their existence and unite to oppose the change.
Thanks,
Dinesh Divekar
From India, Bangalore
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8218In hindsight, it can be said that:
a) You could have obtained the sanction from the BoD or the Chairman for the imposition of targets, goals, etc. In the beginning, it was necessary to shoot from the shoulder of the BoD to avoid the backlash.
b) You have kept the BoD and Chairman informed of the ground realities. Proactive communication would have mitigated the impact of the grievances from the juniors.
c) You could have identified 1-2 troublemakers, and, with permission from the Chairman, those people could have been removed from the job. It would have sent a signal to one and all.
Nevertheless, all this is in the past, and let me come to a solution.
If you are told to depose before the grievance handling committee, then you can very well explain that to grow an organization, it was necessary to set the targets for the individuals and their departments. This is the only procedure to filter the underperforming employees. You have worked in the interest of the organization. Only the acting CEO cannot have accountability to grow the organization. The accountability has to cascade down as well.
Hereafter, one more caution you need to observe is to demonstrate assertive skills at the workplace. Whatever the provocation may be, please do not allow your emotions to sway you. Be polite but be firm as well. When the leaders fail to use their interpersonal skills, the conflict becomes personal. Once the conflict becomes personal, the real issues get pushed under the carpet, and the discussion starts on behavior. Please do not allow that to happen.
Finally, feedback on the quality of your post. It could have been better. Your post does not give a feeling that it has come from the acting CEO or the future CEO. Please make sure that your written communication is compatible with your stature. Not just because of your designation, but you need to be head and shoulders above your juniors because of your competencies as well.
General lessons: Unless one gets a carte blanche, bringing change is always difficult. There are individuals who try to block the change. The change becomes far more difficult if, rather than performance, loyalty was rewarded in the past. The loyal ones perceive a threat to their existence and unite to oppose the change.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Colleague,
You mentioned that your team of ten consists of resources such as Jr. Executives and Dy. Managers. It seems that only some disgruntled staff have written to the Chairman/Board, alleging (according to you falsely) against you.
You need to take immediate steps and plan for long-term actions. You are currently in a situation where you must address the true or false grievances of some disgruntled staff.
Firstly, speak with those executive/managerial level resources who may support you to understand the root cause of the grievances and determine if there is any basis to them. Brainstorm to pinpoint the exact nature, cause, and possible solutions to clear the situation.
Following this, gather all ten individuals and have a genuine heart-to-heart conversation. Express your sincere desire to address any genuine grievances.
I am confident that you have a vision and roadmap for achieving your goals. Please share this with them, engage in discussions, and encourage their involvement.
These interactions are just the beginning of building a lasting relationship for the future.
The key approach is to engage and inspire everyone to work towards the purpose collectively rather than for individual gains.
Avoid taking any vindictive actions against anyone based on knee-jerk reactions.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
Acknowledge(0)Amend(0)
You mentioned that your team of ten consists of resources such as Jr. Executives and Dy. Managers. It seems that only some disgruntled staff have written to the Chairman/Board, alleging (according to you falsely) against you.
You need to take immediate steps and plan for long-term actions. You are currently in a situation where you must address the true or false grievances of some disgruntled staff.
Firstly, speak with those executive/managerial level resources who may support you to understand the root cause of the grievances and determine if there is any basis to them. Brainstorm to pinpoint the exact nature, cause, and possible solutions to clear the situation.
Following this, gather all ten individuals and have a genuine heart-to-heart conversation. Express your sincere desire to address any genuine grievances.
I am confident that you have a vision and roadmap for achieving your goals. Please share this with them, engage in discussions, and encourage their involvement.
These interactions are just the beginning of building a lasting relationship for the future.
The key approach is to engage and inspire everyone to work towards the purpose collectively rather than for individual gains.
Avoid taking any vindictive actions against anyone based on knee-jerk reactions.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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