Te lupti pentru angajatul tau? – alt post pentru manageri si angajati
Seria de insemnari pentru manageri si angajati este apreciata asa ca ea continua astazi cu un material care e inspirat de multe intamplari auzite din ambele perspective: si de la manageri si de la angajati.
Am vorbit despre lupta pentru client in fata tertilor – astazi insa va propun sa discutam putin despre lupta pentru angajat in fata altora.
Sa dau si cateva exemple.
1. Firma prestatoare de servicii in care in interior se discuta ce trebuie facut pentru client, se da bt pe masuri, se obtine bt de la client, se intalnesc reprezentantii care s-au ocupat de client cu acesta (nu si directorul agentiei plecat, el dand bt si stiind totul in interior, dar nelucrand efectiv pe acel proiect – repet insa: era la curent cu tot si daduse ok pe masuri) insa dupa 3 zile clientul suna seful urland ca angajatul A (unul dintre cei care fusese la intalnire si lucrase indeaproape cu clientul) a gresit X.
Variante de reactie de la sef: “Vai, dar nu pot sa cred, lasati ca il pedepsesc, gasim o solutie etc.” sau “Desi nu am pastrat legatura cu dumneavoastra am fost la curent cu intreg proiectul, stiu toate discutiile din interior si stiu si ca s-a dat BT de catre dumneavoastra pe toate materialele, BT pe care il avem in scris. Hai sa nu rezolvam chestiunea la telefon, sa discutam cu echipa care s-a ocupat de proiect si sa vedem exact ce s-a intamplat.” Alte variante pot porni de la acestea.
2. Client nemultumit pentru ca a primit de la o agentie de la un subordonat un comunicat cu greseli (dar nu in numele cuiva ci mai multe greseli care tin de ortografie, punctuatie). Clientul suna directorul agentiei pentru a-si varsa oful. Raspuns auzit: “Pai daca fetele de la mine nu stiu bine limba romana”.
Ati ramas paf la acest raspuns?
3. Firma de IT. Niste subordonati fac o instalare la client, la preluare totul merge ok, a treia zi directorul firmei primeste un telefon de la client cum ca nimic nu merge, ca banii au fost platiti pentru servicii proaste, ca angajatii lui sunt niste imbecili care nu stiu sa isi faca treaba. Modalitate de reactie: sublinierea increderii in angajatii trimisi (oameni buni, de incredere, pregatiti, cu multe proiecte la activ), evidentierea faptului ca lucrurile mergeau bine dupa instalare, oferta de a veni si verifica tot ce s-a intamplat de la momentul instalarii (oferirea de suport) pentru a vedea de unde au aparut probleme.
Situatii similare se intalnesc in multe locuri si poate unii dintre voi au fost deja in asemenea ipostaze fie in calitate de sefi, fie in calitate de angajati. Am dat exemple care tin de relatia intre doua persoane juridice, dar situatiile pot fi intalnite si in cadrul companiei: seful de care un sef de la alt departament se ia ca are angajati incapabili sa faca o treaba bine.
In mod normal in asemenea situatii managerul este (sau ar trebui sa fie) persoana care isi cunoaste foarte bine subordonatii, stie care e stilul de munca, de ce sunt capabili, ce ar face si ce nu. Ar trebui sa ii apere in fata tertilor – pentru ca a arunca vina pe ei atunci cand apare o problema oricum nu creeaza o buna impresie nici in fata unui alt sef de departament din firma si nici in fata unui client. Un manager ar trebui de asemenea sa stie care e stadiul in care se afla diversele proiecte aflate in derulare – chiar daca nu e implicat direct in ele. De asemenea niciodata nu trebuie oferita o solutie drastica in clipa in care cineva se ia de tine – accentul trebuie pus pe analiza situatiei si apoi pe solutionare. In relatia cu subordonatul trebuie sa se afle ce spune el – nu sa se ofere critici imediat.
Un angajat isi doreste sa se simta protejat, aparat de un sef in fata unor terti, mai ales daca nu a gresit. Daca seful vine imediat la el (imediat ce a primit un telefon sau e-mail de la cineva nemultumit) si il critica fara a incerca macar sa afle cum stau lucrurile din aceasta perspectiva, care a fost desfasurarea actiunii, care considera angajatul ca e cauza pentru care clientul/seful altui departament e acum nemultumit, daca seful vine imediat la angajat si il critica asadar pentru angajat echivaleaza cu lipsa de incredere, ori stim toti ce se intampla cu relatiile in care nu exista incredere in celalalt.
M-am intalnit cu unele situatii similare celor de mai sus in discutii in traininguri dedicate cu directorii unor companii. Sfaturile oferite au fost de ajutor si schimbarea macar putin a perspectivei si increderea in celalalt sa stiti ca pot face minuni!
Ati trecut prin astfel de situatii? Cum le-ati solutionat?
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