I accepted a role at a large company and unfortunately I don't like my team.

Anonymous

June 15,2023 at 6:01PM UTC

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I accepted a role at a large company and unfortunately I don't like my team. As a director, I have more than 10 reports and they are negative and bring down my experience at the organization. Since I didn't hire them, I'm trying to do my best with a bad situation. They refuse to change, listen or try new things preferring to stay with old methods.

I'm trying to make things easier for them but all they do is complain that they are overworked. I agree and that's why I'm trying to change things but I feel like I'm beating my head against a wall.

I put a new procedure in place and find that they are still doing things the old way and not listening to me. My direct reports have staff and they are telling them to ignore my instructions. I've managed other teams before and there's been a difficult team member but I was able to eventually bring them over to my thinking showing that things are better. What to do when the whole team point blank says the first day, they didn't want you and refuse to listen to your instructions?

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Eva Condron-WellsJune 15,2023 at 6:46PM UTC
Times of frustration and challenge are usually times when powerful growth can be made. Being a leader is a challenging and important role. I hope this helps! When seeking something from others, it starts with us. If we want others to listen...How do we listen? If we want others to align with our vision... How have we communicated the vision? Did it resonate? How do we show care for the work and what others do? This is just a handful of questions which can help with creating followership, great performers and even future leaders.This may seem counterintuitive, but showing people you care about them, their views and needs may help transform the dynamics. And the tasks don't need to be made easier. When the vision is clear and people know you care (really care) it can make a huge difference. It may take time and some shifts, but it may be a really incredible outcome. I have many books to recommend, but if you don't have a lot of time...check out Your Leadership Legacy, by Oakland McCulloch. Best wishes to you!
AnonymousJune 15,2023 at 9:08PM UTC
Not the OP here yet must say that I agree!
AnonymousJune 15,2023 at 8:04PM UTC
Sit with your direct reports one on one. As Eva mentioned, listen. Be open with your frustration and what you are trying to do. Meet with the whole team. When I started with a new team I scheduled 1-1 with every single team member. If nothing else, this will show you care. Also, ask them, "what elements of what I am suggesting give you concern?" Maybe brainstorm together. Tell them why you are doing what you are doing.
AnonymousJune 15,2023 at 8:36PM UTC
Maybe they have seen a lot of management come and go so seeing you is - well, frustrating - as in "here we go again".
The 1:1 is a great idea. Find out from each person - their overall personality, goals, experience in firm and outside of it.
Some might have some ideas you truly hadn't thought of - even as simple as rotating "donut" lists on Wednesday to break up the week.
If it's small and not a negative, why not adopt the ideas? Get one person happy and the (positive) rumar mill will start grinding. Of course, make one person annoyed -- True you are the new boss but no need to have the 'me against you" mentality
I think the more you give in (warm up to them) on minor issues - the more willing they will see you care and will have your back on the big concerns.
Think about yourself when the "new sheriff in town" shows up. What would YOU want?
Yes, business is important. But you gotta get on a personal level as well
The old adage: get more flies with honey applies here perfectly.
AnonymousJune 15,2023 at 9:19PM UTC
The direct reports may also feel on a subconscious level your negative feelings about them and perhaps that is one of the reasons why they continue to be resistant to you and your new methodology.
With this situation, it may help if you would be open to having your mind changed about them and meet them where they are. Having a 1:1 dialogue willing and open to hear what it is that they have to say while also instilling trust may work. Going into meetings + 1:1s with the continued dislike and negative outlook (whether justified or not) is counterproductive and waste of time.
It's an opportunity for growth for both you and your team. Good luck.
AnonymousJune 16,2023 at 5:29AM UTC
Downvote. They are lazy and don’t want to change. As simple as that.
AnonymousJune 16,2023 at 3:33PM UTC
I was actually speaking from a personal experience in my first career and offered that perspective. Your rude response to my comment is the exact type of energy that makes people not want to offer genuine help. Have a good day.
Daniela IancuJune 18,2023 at 6:47PM UTC
Well we already know that it is human nature to not want to change, which is why managers should be trained on change management. I'd recommend you explore more of the research on human behavior, burnout, and organizational leadership to understand why it is very poor practice to simply call an employee lazy instead of understanding the system that may have led to that behavior - it is quite possible the entire team has been traumatized by their organization over time. And I know we'd all want that compassion and understanding if we were experiencing the same situation.
AnonymousJune 18,2023 at 7:13PM UTC
Thank you for articulating this (I wholeheartedly agree) and showing how one can be respectful when in disagreement.
AnonymousJune 16,2023 at 12:29AM UTC
Thank you all and I appreciate your feedback. I didn't start out with negative feelings but was excited about the opportunity. I have regular one-on-one meetings, stayed positive, asked what they need, how to make things better and listened before changing anything.
They have seen a lot of managers come and go and I know that's a problem. I continue to have group and one-on-one meetings where they bad mouth the company, other departments and that's why I'm getting frustrated. I understand about blowing off steam but the overall negative attitude is something I'm not used to and it's starting to bring me down.
Instead of what can we do to fix things with it's a defeatist attitude from the start. The company views my staff as problematic so it's now a Catch 22 situation. They are open to making things better for other groups but I have a feeling they are trying to push out the negativity. Is there anything else I can try to change morale?
AnonymousJune 16,2023 at 2:05AM UTC
Wow. You clarified a lot with your follow-up.
You have done way more than a lot of directors that I have known.
Could it be that the previous managers had the same feelings as you and decided to move on? There is something to it if the company views your staff as problematic as you say. It is one thing if it is a singular person yet another if it is a whole entire group.
It sounds deeper than just morale. Flat-out resistance and who knows what else. They weren't happy before yet won't try something new to alleviate the unhappiness. Is it possible to bide time and look for something else in the interim?
Christi LopezJune 16,2023 at 2:19PM UTC
A few years back my office merged with another office. There was a lot of negativity throughout both offices, and many people who were stuck in the "it's always been this way" mindset. We did about six months of professional learning together around The No Complaining Rule. (https://jongordon.com/books/no-complaining-rule/). Was it a magic fix-all? No, but it was a mental reset to enough people to get the group moving together. Another resource is The No Complaining Project (https://www.gonoco.com/). Both have excellent advice on dealing with negativity.
Daniela IancuJune 18,2023 at 6:41PM UTC
"Suppressing or turning away from our difficult emotions is not healthy or helpful, says David. “What happens is, it undermines our ability to deal with the world as it is, not as we wish it to be,” she says. “This is associated with lower levels of resilience, lower levels of wellbeing, and higher levels of depression and anxiety. And it also impacts our relationships and our ability to achieve our goals.”
So, what should we do instead?
“Instead of pushing it aside or forcing positivity, one critical way of dealing with a difficult emotion is to label it effectively. In my work, so often people will use very black-and-white labels to describe how they’re feeling,” says David. “‘Stressed’ is one of the most common ones. But there’s a world of difference between the stress of true overwhelm, stress because you’re disappointed, or the stress of knowing you’re in the wrong job or the wrong relationship. When we can label our emotions more accurately, it helps us understand the cause of those emotions and activates what’s called a ‘readiness potential,’ your ability to set goals and to make real concrete changes.”"
https://ideas.ted.com/why-we-should-say-no-to-positivity-and-yes-to-our-negative-emotions/
Chrissy Regan SmytheJune 17,2023 at 12:49PM UTC
Sounds like it’s time for a group meeting which is what i did. I started doing all of the things you did, then switched to “you can come to me with complaints as long as you also bring 1-2 ideas for fixing the issue as well”. They’d start their usual negative stuff and I’d simply ask, and what’s your solution? If they didn’t have one, the conversation ended abruptly. If they had a solution, we would brain storm with the team on how to implement. I made them part of the solution. If they didn’t come around, i made them available to the rest of the industry… bottom line: your team needs to know their days are numbered and not in a negative way but in a “these are the facts” sort of way. If they don’t turn it around, they will find themselves out of their jobs. You may lose some but that’s not necessarily a bad thing. Best of luck to you.
Daniela IancuJune 18,2023 at 6:37PM UTC
I would be cautious with the idea of limiting your employees' ability to bring you problems unless they have a solution. I'll link one article about why, but there are a lot more out there.
https://hbr.org/2017/09/the-problem-with-saying-dont-bring-me-problems-bring-me-solutions
Realistically, part of a manager's responsibility is to understand the whole system and use that information to make a decision about how to solve a problem, which a frontline employee does not have the training, perspective of the organization, or responsibility to do. What I would encourage instead is working collaboratively with your employees to build trust and an understanding of shared intent/goals, and - because they are probably very burnt out and feel like they don't have control over their situation - help them see what options they have to empower themselves in the situation. That might even be finding another job, but having lack of power, influence, and trust are huge reasons for this type of behavior.
AnonymousJune 18,2023 at 2:14PM UTC
I would make sure the staff knows they are problematic. THAT might get their attention before you have to start terminating people.
AnonymousJune 16,2023 at 1:58PM UTC
Sounds like their is resentment that they hired externally instead of internally. One or several of your direct reports might have interviewed for the role and did not get it or worse, was told they were not ready for the role. As a “manager of others” and you are inheriting someone else’s problems, I mean team ;), always ask if anyone internally is interviewing for the role and ask to meet with several of your direct reports so you know what you are inheriting from the prior person who was in that role.
Start looking again unless you have the energy and desire to turn this around.
Joyce Breitweiser HallJune 16,2023 at 2:08PM UTC
You have been given a huge challenge, but I’m not sure that you have sold yourself on it. Until you can honestly say to yourself, “Challenge accepted! I am committed to turning this group around.”, things won’t change. When your group sees your commitment, then things will start to change.
From a practical standpoint, here are some thoughts:
If the team suggests the changes and drives them, they are more likely to be incorporated. How can you solicit and implement ideas from them? If they see that you acknowledge and value their experience and expertise, that will go a long way toward building trust.
The book “Think Again” by Adam Grant says that change is difficult for everyone and emphasizing how much is staying the same can be reassuring to those involved in the changes. Is this something you could use to your advantage?
Could you bring in a facilitator for a brainstorming/problem-solving session? Do it at an outside facility with a catered lunch so that everyone is away from their office and feels that this is a priority for the company?
I know how hard it is to deal with people who don’t want a new leader and I wish you the best!
AnonymousJune 16,2023 at 3:38PM UTC
I like the idea of an outside facilitator as that brings in fresh energy and perspective. Great idea!
AnonymousJune 16,2023 at 2:08PM UTC
There are a lot of good suggestions here, but it sounds like a team that has run amok. I suggest that it is time to exert your authority and set an example. It would be best to get buy-in from your management, but pick one or two of your worst offenders and start cleaning your house. Begin with write-ups that end with the phrase, "Not meeting these goals can result in further disciplinary action up to and including termination of employment." Then follow through. You don't want everyone down the line getting the idea that you are the type of manager that lets the inmates run the asylum. Perhaps this is why the previous manager left (or was fired).
I had a few employees like this in my first role as manager, and when I plucked the worst offender, the entire team's productivity doubled. It sounds like they are spending more time complaining and figuring out how to get around your ideas than they are doing their jobs.
Coach Nancie Kay ShumanJune 16,2023 at 2:10PM UTC
So, here are my list of suggestions:
Find out who in the organization supports you, and what their power is.
Find out what your power is, where it lies. Both honey and hammer.
Create a collaborative framework. Spend a day to three really having pointed conversations with your team about what they do, what the vision and mission of the department is, who can be counted on for what, where the road blocks are, and what to do about those. Keep it as department focused as possible, but sometimes the issue can be as off base as not having lockers.
Start using reflective practices. When things happen, what worked? What didn't work? Who contributed what.
Think about using a no blame culture, such as is practiced at Toyota. Really an incredible management strategy.
Finally, most people want to be seen, heard and to know that they, and what they are concerned about, is important. Connection is invaluable. This also will help to change a negative culture.
And finally, in the category of things which you cannot control, this needs to happen from the top down. If the top Leaders aren't making the changes, it rarely matters what those lower down the org chart do. For a shift to be truly effective it must be systemic.
Those are my observations as both a Coach and someone who is studying Health, Wellbeing and Resilience in the Workplace.
Good luck!
AnonymousJune 16,2023 at 5:58PM UTC
Start to document their behavior. You have to in 1-1's be firm and let them know you are there to make things better and to support them but you need them to follow your direction. Also give them an out and let them know if they cannot do that, that you are completely willing to help them find another role either in the company or out but that you will not allow them to undermine your changes and your ability to lead. Be very direct, you are a Director! Maybe they didn't want you because they are afraid you will suddenly hold them accountable where previous leadership did not? Worst case you document and flip the whole team. Find the person who is the biggest pot stirrer in the bunch and see if you can use them to shift the tide. You got this! Bring HR into it if you need to but don't back down.
Liz MilneJune 17,2023 at 1:07AM UTC
Reject any work done the old way, over and over, until they get the message. Also let your management line know what you're facing and how you want to tackle it, so they back you not the team...
Dcre1977June 17,2023 at 12:20PM UTC
Ten people and they all do not agree with how you want to change things? Perhaps you came in trying to change things too quickly or they feel their suggestions were ignored.
Change takes time, and knowing how to best change things takes time as well.
AnonymousJune 17,2023 at 12:43PM UTC
A few observations:
People that are “overworked” do not have time to change. They are struggling to hit their week to week goals. You need to remove this constraint if you expect them to have time to experiment
If possible hire someone you have worked with before so they can show how to work your way and why it is easier.
Generally with a new group you need to try honey before hammer or you’ll break trust
AnonymousJune 17,2023 at 1:51PM UTC
This happened to me and I hired them all!
people want trust and processes and they want you to also do work that they see and admire.
there’s not enough info to gauge but the more I stepped up as a leader and did my work and was on time, fought for them, stood up in meetings and fought for more time for their projects, helped them through their projects behind the scenes and advocated for them and also didn’t fall behind on my own work, they started to shirt of more complaining to appreciation. Now we are a great team and they respect me. It sounds like a respect problem.
Clydene HorriganJune 17,2023 at 9:16PM UTC
A few thoughts for you as you face this challenge.
Try building positivity in your group. Start by actively looking for things people are doing well and call it out. These can be things like someone helping someone else, finishing a project, solving a problem, sharing an idea - anything - and give genuine thanks. Create a kudo program where team members can recognize others for things big snd small. Solicit positive feedback from other teams or customers. Share all of these kudos in your monthly staff meeting (and teal-time to the individual). I know you said management sees this team in a negative way, but there must be things to recognize.
When I was put in my current position, I asked each team member about their role - what do the like / not like doing? What are they doing that they would like to stop doing (and does it still need to be done)? What is their biggest pain point? What do they want to change (and do they have suggestions)?
Armed with this information, try to align people to what they like doing most of the time, and try to address their pain points.
Foster team problem solving. Share the pain points and have them help rank them and then get their help designing the solution. You may need to balance the highest ranking ones with some low hanging fruit.
Good luck!
AnonymousJune 18,2023 at 12:26PM UTC
I have been there as well. I started discussing inititiatives in our daily stand ups and and guiding the team to where things were also their idea. It helped with buy in and funny thing is most were my ideas but I did make adjustments based on feedback. It took a while to turn the team around but it happened! Good luck.
AnonymousJune 18,2023 at 12:39PM UTC
Change your perspective and get curious.
You say you’re “trying to make the best of a bad situation.” That’ll never do. Change the narrative into something empowering and worth working toward. What if you tried to create the most effective and dynamic team?
Next, be curious. You have to ask them exactly what you asked this forum, and then listen to understand (not to respond) when they answer.
Finally, use a change management system to make any and all changes and engage your team deeply in the development and implementation of change.
AnonymousJune 18,2023 at 1:11PM UTC
If you are trying to implement proven methods that increase productivity and your team is not following your directions then it's time to get tough. Contact HR and give the ringleaders a formal written warning. Insubordination will not be tolerated. It is a form of disrespect and you don't deserve that. Continue to enforce your new processes. If things don't improve then someone has to go. Try to be the last one to leave. It's difficult to change a toxic workplace. You are being tested. You will succeed.
AnonymousJune 18,2023 at 1:16PM UTC
Are you serious? This is why people are terrified at their workplace!! The amount of stress created by tyrannical management is insurmountable. This is the fastest way to ruin a team, and probably an entire workplace. Creating trauma should never be the answer.
AnonymousJune 18,2023 at 2:11PM UTC
I read nothing in the OP's comments that would lead anyone with a breath or hint of leadership acumen to jump to the conclusion they are being "tyrannical" The only people ruining that team are the direct reports acting like petty children. I have a feeling that's your approach to being led, too.
Daniela IancuJune 18,2023 at 5:58PM UTC
I think the previous comment isn't in regards to the post, but in regards to the comment calling for bringing in HR and starting to give warnings, which does sound like it could make things a lot worse than they already are.
AnonymousJune 18,2023 at 7:04PM UTC
“Insubordination will not be tolerated” is about as tyrannical as it can get.
AnonymousJune 18,2023 at 6:07PM UTC
Apparently you never worked in management. Pushovers don't succeed. They get replaced.
AnonymousJune 18,2023 at 7:07PM UTC
I didn’t see anyone suggest behaving like a pushover.
Bev PageJune 18,2023 at 1:13PM UTC
i hate when new management comes in and starts changing things, don't listen, refuses to compromise to make things easier for everyone else without understanding why we do things the way we do. You're the new kid on the block and they're joining your team.!
Mercy TitusJune 18,2023 at 2:25PM UTC
I can imagine what you must be going through.
I have gone through this at least 3times - what has worked for me is to work with the existing system and then gradually fix what they have pointed out is broken and then in turn add your new ideas to optimize the existing process.
In my current team, I had one person resign just as I was joining the team and the other senior report resign 3 months after with the above method the rest of team saw reasons with my methods but ego did not let the seniors stay on as my method was learning and innovation focused.
I hired 2 new reports and started rebuilding again.
I am not saying it is foolproof but I hope this works out for you.
AnonymousJune 18,2023 at 3:07PM UTC
Do it their way at first. Have them tell you the struggles. Collaborate with them on changes that will solve the problem so they feel more involved in the process.
The last time I was on a team that got a new director she wanted to make a lot of changes and we resisted. We felt like she wasn't hearing our problems. She insisted that her changes would fix the problems but we knew they would not. Those of us she didn't corner into quitting were terminated, and she brought in a new team to do things her way.
She then proceeded to tank the division with her ideas and in less than a year the organization was threatening to close the entire division because of how bad it was going.
All she had to do was learn it our way and then work with us on solutions, leveraging our prior experience in the dept rather than assuming she knew what was best without knowing why we did things certain ways.
Kristine Brandes TealJune 18,2023 at 5:27PM UTC
People tend to support what they help create.
You need to work with them, so that the ideas seem to come from them and not top down.
Recognize their experience. Many will hold onto old ideas as a way of claiming their experience. It's possible someone in the team came up with these processes, so they feel strong ownership. In order to get them to change, give them credit for what they built, before trashing it. Complimenting what they built did work historically, but advise there is an easier way due to technological advances or whatever.
Some people fear that efficient processes mean quality will suffer. Run an experiment, if you can where you try the new way, but advise the team they can go back to the old way if the new way doesn't pan out.
If they are saying they are overworked, they won't want change. They are too stressed to change, so being authoritative isn't going to work. Manage with a lot of outward empathy. Have one on one sessions and skip level meetings with employees two levels below you. Find out their concerns. Try to talk about the reasons you are advocating change. Sometimes without the herd mentality, you can get people to think about how stuff can change on their own.
Bev PageJune 18,2023 at 7:22PM UTC
in your statement, you refer to yourself/I at least 15x and they/them about 5. Many people are resistant to johnny coming lately savior who came in to established teams. you may be an expert in what you do but you have not built any rapport with this team. you have shown them whose boss.
AnonymousJune 19,2023 at 1:42AM UTC
OP: You've given me a lot to think about and I have a few comments. In response to people stating 'I' instead of the team, it's because I'm the one asking questions to the forum, the team isn't here.
I've repeatedly sought my team's advice and input. While I want to make the changes they've suggested, SLT won't approve them. I've asked for additional help, more support of my team and being able to restructure the workload.
I'm listening to what the team is saying and that is that things aren't working and overall, have too much on their plate, In any other situation, I've been able to make changes to help my team and utilize my budget to seek additional support. Unbeknownst to me until I started, everything has been finalized until next year and I can't make any changes to staffing or the budget. A staff member is leaving and I'm not allowed to replace him which is going to further upset the team and increase their workload.
I'm watching my team getting increasingly frustrated, short tempered and I feel powerless to make things better. I'm starting to feel that they know, I'll be unable to change things and that their time is coming to an end.
They've lost confidence that the situation can improve as they realize what the powers that be think of this division. I feel that I've been brought in to make things work until the plug is pulled. I think everyone can feel it and while I'm listening, people are actively looking to leave.
It's a difficult situation as in other work scenarios, I had the backing of SLT to make constructive changes that would lessen workload or improve morale. That doesn't seem to be in the case in this workplace and I'm not even allowed to use my budget to bring in temp staff to help lessen the load. I understand why my team is upset but I feel that I'm getting the brunt of their unhappiness. I wish I knew how to make things better.
Dcre1977June 19,2023 at 2:35AM UTC
It sounds like you know the problem is not actually the team, but upper management. You need to work at that level to get the changes made instead of putting the brunt of it on employees with little options.
If upper management does not want to make the changes you want, and the staff doesn't want to make the changes you want, your best bet is to start looking elsewhere.
AnonymousJune 19,2023 at 4:39PM UTC
OP: My issue with the team is that I've found a few ways to take work off their plate and fought with upper management to reduce some of their workload and had it approved. Some staff members continued to do it anyways so upper management put it back on as required.
During our meetings they listed it was one of their pain points and I fought for them and then once approved just disregarded my actions. It's hard to have things approved so why would they request it and then continue to do what they wanted anyways? It's such a frustrating situation as I'm trying to make things better but don't have the team or upper management's full support. Thank you for listening and I'm starting to feel I need to look out for myself and find a role where I have SLT's backing.
Bradford McCormickJune 19,2023 at 4:51AM UTC
This sounds to me quite remarkable in a negative way. "My direct reports have staff and they are telling them to ignore my instructions. " It's pretty hard to be clearer than that, isn't it?
If it was me and maybe you have already done this, I'd have a closed door meeting with all these persons and ak them to level with me: What was I doing that was causing the problem and how did they want me to change, making it clear there would be no retribution except for not telling the truth the whole truth and nothing but the truth. And I'd give them time to go get a coffee or go to the rest room and come back and then I'd go around he room and have each one speak in turn. Anybody i a rush could go first and leave.
Wouldn't the outcome be either one of two things: (1) I'd need to make changes, or (2) I'd be lookng for anohter job.
AnonymousJune 19,2023 at 1:50PM UTC
I had this exact scenario happen recently. Ultimately, if your manager and upper management doesn’t support you, nothing will change. I was hired to be a change agent as they new the company was struggling, even when polite to a fault, I still became the bad guy. It’s best to find something else. With no support, you’ll get nowhere.
AnonymousJune 19,2023 at 4:48PM UTC
OP: I'm sorry that you faced this as well. I was so excited to help make a difference for the team. I met with them all the first week, asked what they needed and continued to work with SLT and HR to make it happen. I've been stonewalled at every turn. I gave up my house and close family to move to this city for this opportunity and it's anything but what I was promised. They hired me to supposedly make changes but it feels like it's talk only. I've started looking elsewhere in this city as I've signed a lease but part of me want to return home. Since I've only been at the company for a few months, I'm not having any luck with finding another role. I'm disappointed as I wanted to help this group succeed but feel I'm being used as the fall girl.
AnonymousJune 21,2023 at 2:18PM UTC
Most new roles at a new company take 3 - 6 months to click. You will build trust and respect. Network with your superiors and peers, and do teambuilding exercises and events with your direct reports. You got this!
AnonymousJune 19,2023 at 5:16PM UTC
I'm confused. You were hired to direct weren't you? If what you are doing isn't working then you need to change it up. Do you understand their concerns about having too much on their plate? Do they understand WHY they are being asked to change?
AnonymousJune 20,2023 at 12:40AM UTC
They didn't have anyone in place before I joined for over a year. What happened during the interim wasn't working and people were covering roles to keep things floating. When I was brought in, it was to make changes.
That being said, since joining the company, I found that's not the case. I don't have the ability to make changes due to situations beyond my control. Powers that be at the company do not want those actioned due to behind the scenes matters that I'm not allowed to communicate to my team. I'm not allowed to hire for over two years and budgets are cut again so there's even less money than I was originally allocated. It's making a stressful situation even more so. I'm not sure how I can make those changes if I'm not given the ability I was hired to do so. I feel like it's a sinking ship and don't know whether to jump or keeping swimming...
Coach Nancie Kay ShumanJune 20,2023 at 11:39PM UTC
Unfortunately, this sounds more and more as though the Higher ups are not invested in the process and detached from how things are or are not actually working. If you do not have their support, and the real issues are not going to be addressed - it's nice to have sandwiches brought in once a month, but we need more hands on deck! - you really do have your hands tied.
We know that when there is steep slop between the top of the hierarchy and the lower rungs, the middle gets sandwiched in the middle. And it sounds as though the top is not interested in how anyone below them does, as long as they get results.
The problem is that this doesn't work, as you know all too well. Until someone in a higher level understands this, all you can do is keep trying to put a bandage on the wound, which sounds as though it has been festering for a long time. All the creation of collaborative frameworks won't fix what sounds to be a systemic problem - lack of support and buy in from the top.
Unless and until that is resolved, I think shining up your resume might be a good alternative, sorry to say.
Good luck, and if you need any assistance, feel free to reach out. I, and many others, are happy to help and support you.
AnonymousAugust 8,2023 at 5:11AM UTC
You mentioned that all 10+ people who directly reports to you refused to work with you since day one. Can you find at least 1-2 people who might be more open minded and invite them to coffee and have an open discussion? I find it a little hard to believe that ALL of them are that extremely stubborn and unwilling to change.
I will start with finding out who's the 1-2 people that can be your left and right hand. You work with them and be clear to them what you want change, and why it would be beneficial to their career. If you can show them if they follow you, they can advance in their career, I am sure at least 1-2 people will follow you.
Also, see who's your biggest opponent who do things against your instructions. Find a way to get them to hear you out. If they are doing it out of jealousy or spike, then let upper management know that you want to transition that person out or let them go so you can align your team's vision.
Your title is a director, and you can't run away from teams that are problematic without giving it a fight. Be strategic and show you are the true leader of the team.
Most importantly, be someone who can improve the team's culture.