The fallout of re-engineering

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Dear Joan:
Approximately six months ago, our company began to implement some of the ideas generated during a process of "re-engineering" our business. The purpose of re-engineering was to simplify and improve the workflow in the marketing and application engineering areas of the business. One of the changes was that of our organizational structure.

I was serving in a middle management position heading up a marketing group for a specific line of products. Peers of mine worked on other product groupings. One aspect of the change in structure was that we changed from a product-focused organization (which suited internal needs) to a customer-focused organization, and therefore there were some changes in job titles and who people reported to. As a result, I now head up a group of engineers, which includes two of my former peers. Both of these individuals were my seniors with respect to how long they have been at this company; each having 20+ years of experience compared to my 10 years.

While I appreciated the opportunity to take on more responsibility, there has been some tension and frustration in our new working relationship. While most of this frustration or even anger is directed at upper management for making this change, I am receiving some of their frustration indirectly by getting less than full and enthusiastic cooperation on projects. Responsibility they took before for getting things done, seems to have somewhat disappeared.

Further complicating this matter is my own personal frustration. I have taken on more responsibility, don't have a close and properly functioning team, and am getting paid less than my former peers who seemingly have less responsibility.

I would like your suggestions as to how to resolve my frustrations and get more cooperation from my former peers to help get a better functioning group.

Answer:
Many organizations are shuffling the deck and the cards are falling into a new structure. Hierarchies are flatter, managers are losing their "rank" and many long-standing systems are being re-engineered for better customer focus. It always sounds so logical on paper. But when you superimpose the new thinking over the existing organization some people "win" and some "lose" and most feel insecure.

Imbedded in the hearts of the "losers" is the sharp blade of recrimination: "Top management told me to do my job this way for years and now I'm punished for doing what I thought was right." They undoubtedly feel bitter and betrayed now that the rules have changed. Unfortunately, the two engineers who now report to you probably feel demoted...according to the old rules the young guys were supposed to work for the senior, experienced guys. They probably feel that they have lost face and status. Worst of all, they probably feel unappreciated.

Often a younger manager's reaction is to flex their manager muscles and exert their authority to get compliance and cooperation. In this case it will only make things worse. Your best strategies are time, patience and support.

Because they are probably feeding off of each other's bitterness, set up separate meetings to talk one-on-one with each of them. In the meeting be straightforward about the situation. Your goal is to 1. Reaffirm how valuable their experience and contribution is. 2. Explain how you want to work with them to provide support and team facilitation rather than as a traditional "boss."3. Ask each of them if they will support you in turn.

It might sound something like this: "Fred, I know some of the changes have been difficult for you to deal with. For example, reporting to someone with a lot less seniority and experience than you...and I can certainly understand why you might feel that way.

I want you to understand how valuable your experience and contribution is to this company. Your technical expertise is at the heart of why our products have the high quality ratings that they do (or whatever fits here). That isn't something that a young engineer automatically knows...it comes with years of experience. This new structure is designed to maximize expertise like yours...so the customer can feel the benefits.

I can't possibly be a traditional "boss" to you-and I'm not supposed to be. My job, as I see it, is to run interference for you and make sure you have the resources and visibility you need to get the job done. We need to work together to make the right decisions for this business and the customer. Can I rely on you to work with me?"

Ask each one to think about it. You can't demand respect because of your "position power." In your new role as leader of a seasoned team of professionals, you need to earn it. This is a step in the right direction.

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