'Pseudo supervisor' should get clarification of the rules

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Dear Joan:
I manage a project for a large business unit. I am a technician. This is a project management promotion, and I hold no authority. I simply make sure it runs smoothly, and act as a go-between if a problem arises. I go to monthly meetings with all the supervisors of two departments to brainstorm and air problems.

Recently, a problem arose with one of the people working in my project area (this person is a co-worker and peer of mine). I discussed the problem with a supervisor, and we agreed that I would talk to her and tell her to stop doing the "thing" she was doing.

She became very angry, but to my face said she would stop. The next day, she proceeded to that supervisor's office to complain. The supervisor then changed her mind, and told her she could continue to do what she had been doing. She discussed it with another supervisor, and that one came to me to tell me the co-worker of mine would be continuing to do this "thing."

I feel very betrayed by both the co-worker (who used to be a good friend of mine) and especially by the supervisor who changed her mind. Should I say anything to either of these people or just go on? I have daily contact with the co-worker, and I go to monthly meetings with the supervisor.

Answer:
You feel betrayed because you were. And the irony is that the people who betrayed you probably don't even realize it. In fact, it's likely that your co-worker sees you as the betrayer. You were set up by an all-to-common situation many technical employees are now finding themselves in; they are what I call Pseudo Supervisors (or "P.S." as in the postscript, "Oh, by the way, besides your technical duties you're also kind of a supervisor").

Although some companies are removing layers and combining departments to achieve efficiencies and more employee self-direction, there is one natty little problem: most companies are creating a new structure but not clarifying the new rules. It's like taking half the football team off the field but expecting the team to execute according to the old playbook. In your case, the play got fouled up when you were coached to act like a supervisor, meanwhile your co-worker thought you were overstepping your role as a peer.

There are many people in your position in the modern workplace. The are called "lead worker," "coordinators," "project managers" and "assistant supervisors." These people tend to get results by being masters of interpersonal relationships, or by wielding implied authority granted by the manager. What each of them will tell you is that without real authority, it just isn't fair to put them in the role of disciplinarian. Peers resent it. That's the manager's job.

The flatter and more ambiguous the chain of command gets, the more critical it is to communicate how decisions will be made, who has final authority on business and people issues and who is responsible for what.

I suggest that you schedule a meeting with the person you report to (I am assuming it is the supervisor who changed her mind). Tell her that you would like to clarify your job description. At this meeting, calmly outline three things. 1. Your responsibilities. 2. The results you're expected to achieve. 3. The authority level you believe you have for 1. and 2. above.

As you go down the list, be sure to pose a number of case examples. For instance, "What if one of my co-workers isn't performing up to standards? Who addresses this?" Or, "What if the project team runs into a conflict with one of the supervisors or technicians in another area? Who runs interference?" Or, "Who gives them career coaching and performance reviews?"

Once these things are clarified to your satisfaction, it is the manager's responsibility to tell everyone who works with you, especially your angry co-worker. I have seen countless conflicts break out because the senior manager failed to take this step. He or she just assumed it would all sort itself out.

Unless you get this clarified, you are likely to find yourself frequently misunderstood by your peers and consistently failing your manager's expectations. To win this game, make sure everyone understands the rules.

Confronting poor performance, or difficult behaviors, is difficult.  Joan Lloyd’s How to Coach & Give Feedback learning system is a step-by-step approach to giving feedback to your employees, your coworkers, or even your boss.  Actually reduces defensiveness and encourages open communication.  Now available in CD!