Trouble with the TL...

Shawn_Dark

I've been at my current company for around nine months and things were okay for the first two or three (its a permanent IT Support role). Then a new supervisor was introduced and things have gone down hill for me ever since.

When I joined the team it was just three people and a manager. Now we have had three more newer starters (one in January, another in April and one this week)... and of course the supervisor.

I get on with my supervisor I just dont feel they are supportive with any issues unless it relates directly to the team/company (i.e. the image of the team/company is at risk).

Typical problems I experience are:

1) Not giving sufficient support/training on the many systems we provide IT Support on.
2) Not shown basic processes and procedures (whilst everyone else on the team has been given ample time, help and support).
3) Ignored on almost every email unless its regarding annual leave, sickness or leaving early, etc.
4) Not given the opportunity to work on new projects (regularly sidelined whilst all except two other team members have been involved).
5) No career development, appraisal or team meetings (other team members do get meetings upon request)*.
6) Never given time off the phones to do admin work (like the rest of the team). This also helps as it gives you a break/helps release stress from taking calls - especially at busy periods. Have to request time off to do my own admin work. Then comments are made about my admin-related stats being below average.
7) Never makes an effort to resolve any conflict or issue I have within the team.

In one particular meeting (that I forced to take place) I complained that another team member was constantly giving me orders. I first emailed my supervisor and got no response. I then emailed my manager a month later and also complained that the supervisor had ignored my email.

My manager forwarded the email straight to the supervisor! Next thing I know I had a meeting with the supervisor and again he made lots of excuses about being busy, etc. I felt really uncomfortable as the supervisor was fully prepared for the meeting (i.e. able to refute every point I made and make excuses for any of shortcomings). I walked out looking like a petty impatient child with little to show for.

Next thing I know, I came into work the next day and my colleague (the one in question) completely ignored/avoided me the whole day. Later it transpired that my supervisor met with my colleague and told them that I had complained against them and to stop giving (me) orders! Of course this created some friction/tension on team.

The whole issue was completely inconsiderate, insensitive and downright unprofessional.

I am faced with not knowing what to do, other than look for another job. The manager is okay but thinks too highly of the supervisor to support my grievance. I dont really want to leave the company and expecially dont want to leave within my first year (having worked in HR before I know it is sometimes seen as 'job-hopping').

What do I do?


* I have requested meetings but they often 'go nowhere' and lead to a lot of excuses and false promises. When hinting at wanting to leave I only get encouragement (e.g. 'Dont blame you if you want to leave, the place is rubbish').

getmore4less

you messed up,

You should have just ignored/managed the orders from the person not authorized to give them by telling them yourself you won't be doing thsese thisngs they need to go through a supervisor to have them allocated to you.

You complaint was managed correctly, they tell the perosn to stop doing it, what else were you expecting them to do?

Shawn_Dark

getmore4less wrote: »

you messed up,

You should have just ignored/managed the orders from the person not authorized to give them by telling them yourself you won't be doing thsese thisngs they need to go through a supervisor to have them allocated to you.

You complaint was managed correctly, they tell the perosn to stop doing it, what else were you expecting them to do?

Tell the individual: "people on the team are complaining that you are trying to give them orders (and that when your were told not to you ignored them). Please do not give orders to other members of the team, it is not your place to do so and is causing a negative impact on the team."

Job done... correctly, professionally and appropriately.

By telling the person my name it directly created problems on the team. Not ideal when you have to work together.

Problem is it was things like, "can you call that user for me.." and "can you look at this incident for me..." Not exactly the kind of thing you would say 'go through the supervisor' for. Its more a case of telling the person to use some tact (i.e. 'ask' rather than 'tell').

getmore4less

Abu_Yoosha wrote: »

Problem is it was things like, "can you call that user for me.." and "can you look at this incident for me..." Not exactly the kind of thing you would say 'go through the supervisor' for. Its more a case of telling the person to use some tact (i.e. 'ask' rather than 'tell').

You raised a grievence over this!

Sounds like there are deeper issues if YOU could not deal with this at team level.

Shawn_Dark

getmore4less wrote: »

You raised a grievence over this!

Sounds like there are deeper issues if YOU could not deal with this at team level.

The grievence was more to do with the fact that management had ignored the issue for months, as well as the user blatantly dodging tasks and palming of work (amongst other things).

Individual team members shouldnt be trying to deal with issues they have with other team members, thats not their job. They should be doing their work and following the roles of their roles.

It is the job of the supervisor/team leader to ensure the team works well, efficiently and resolves conflict at the first opportunity.

getmore4less

I think you need to step back and treat each issue seperately.

You seem to expect too much from your management

You can't have it both ways, say something is too trivial to escalate then complain about it with a grievence

Look at palming off work, this is trivial and resolved by not doing things they should be doing.

"NO I am busy with my own work do it yourself or get someone else to do it".

They either do it or escalate and you or someone else gets asked to do it.

IN a team with team players you can be diplomatic, OK but you need to take this off me while I do X

What other issues are there?

Sambucus_Nigra

Abu_Yoosha wrote: »

Typical problems I experience are:

1) Not giving sufficient support/training on the many systems we provide IT Support on.
2) Not shown basic processes and procedures (whilst everyone else on the team has been given ample time, help and support).
3) Ignored on almost every email unless its regarding annual leave, sickness or leaving early, etc.
4) Not given the opportunity to work on new projects (regularly sidelined whilst all except two other team members have been involved).
5) No career development, appraisal or team meetings (other team members do get meetings upon request)*.
6) Never given time off the phones to do admin work (like the rest of the team). This also helps as it gives you a break/helps release stress from taking calls - especially at busy periods. Have to request time off to do my own admin work. Then comments are made about my admin-related stats being below average.
7) Never makes an effort to resolve any conflict or issue I have within the team.

I think you have to take each issue separately and start 'playing the game'. You need to start managing your team leader.
On your points - all of these in writing by email if possible...
1 you need to approach the team leader with 'I am still outstanding training on x, y and z; please could you let me know when this is scheduled to happen.
2 - ditto
3 - Give them a response time when asking questions and follow it up on the due date.
4 - nothing you can do apart from get on with your role and appear keen
5 - request these meetings and follow up monthly
6 - ask which part of the week are you going to be allocated time to do this and if not, don't do it or tell them that you are intending to do your admin on x day unless they advise otherwise.
7 - request resolution and give a due date and follow it up on the due date.

Shawn_Dark

getmore4less wrote: »

I think you need to step back and treat each issue seperately.

With all due respect intended, thats the first bit of really good advice you have given me and I thank you for that.


You seem to expect too much from you management

In what way exactly? Because I ask them to give me my basic contractual rights? That I ask them to proactive look after the team, afterall, isnt this in their best interests? That I ask them to reply to at least one in every ten emails? They can do it for other members of the team.


You can't have it both ways, say something is too trivial to escalate then complain about it with a grievence

Not having it both ways, rather it seems you're missing the point. The 'colleague issue' wasn't the grievance, only a small part of it. It just adds to a larger issue that is going on which helps form part the grievance.


Look at palming off work, this is trivial and resolved by not doing things they should be doing.

Perhaps but the issue was handled by me ignoring them. However, my colleague has a talent for not listening. Even when pulling them to one side and explaining things in the most polite way then ended up walking off in a childish mood.


"NO I am busy with my own work do it yourself or get someone else to do it".

Tried that but as mentioned above, its more about the individual repeatedly coming back.


They either do it or escalate and you or someone else gets asked to do it.

Agreed. However this only happens in some organisations, not all... and it certainly doesn't happen at mine.


IN a team with team players you can be diplomatic, OK but you need to take this off me while I do X

Tried that, but they don't reciprocate. Again they ignore you and makes excuses.


What other issues are there?

The list goes on, I'm more concerned with getting advice with the list provided. Ideally from someone who is a manager in the field and has had experience of such issues as part of their own job.

In summary I think you're looking at the incident with my colleague alone and neglecting the other factors mentioned. Furthermore your looking at that particular issue too closely. It was merely meant as an example from the many issue I face/have faced. Besides, its more or less resolved now.

The main issue (which formed part of the complaint) is the list of points I present originally.

Shawn_Dark

Sambucus_Nigra wrote: »

I think you have to take each issue separately and start 'playing the game'. You need to start managing your team leader.
On your points - all of these in writing by email if possible...
1 you need to approach the team leader with 'I am still outstanding training on x, y and z; please could you let me know when this is scheduled to happen.
2 - ditto
3 - Give them a response time when asking questions and follow it up on the due date.
4 - nothing you can do apart from get on with your role and appear keen
5 - request these meetings and follow up monthly
6 - ask which part of the week are you going to be allocated time to do this and if not, don't do it or tell them that you are intending to do your admin on x day unless they advise otherwise.
7 - request resolution and give a due date and follow it up on the due date.

Now this is excellent advice! Short, concise, focused and precise. Thank you very much. I can now actually concentrate on formulating a productive plan to resolve the issues I am having.

One thank you coming your way now.

getmore4less

OK to follow up,

I was just picking up your main point, after the list, of a particular incident.
I think you got this wrong, the approach on this one relatively trivial issue created more issues than it solved.

A better way to deal with one level not doing something is to mention it when their manager is around. So rather than compain to their manager ask them in front of their manager, by the way you know X that I asked you about last week is there any resolution yet. Still not perfect, but it is always a good idea to warn you are going up, unless it is serious and needs imediate attention.

Similar with emails, if important(so not every time) CC their manager so they know when something was asked, and it is not suprise to anyone sometime later.

You also have to look at secondary actions for specific issues,

If not trained on a system, tell supervosor you can't take the calls and will need to pass on those calls to people that are. even consider hinting to the user that there is lack of training but that depends ond process procedures and what you can't say, but something like Oh you have a problem with X, jonny knows a lot more about that they can help you much better/quicker than I can.

Try to get process and procedures documented, be part of the solution and self training.

As has been said time managment on admin, just needs to be pushed, if comments made, then push back to get time.




Also look for ways to be proactive with your own development, is their a really important system, become the expert.

I still get the feeling there is something more deep rooted than just a list of issues.

looking at this one
4) Not given the opportunity to work on new projects (regularly sidelined whilst all except two other team members have been involved).

So 3 out of 6 get te new stuff, look at why, there will be reasons untill you identify them you can't fix the problem, start with what the two groups have 3 have in common/different.

Shawn_Dark

getmore4less wrote: »

OK to follow up,

I was just picking up your main point, after the list, of a particular incident.
I think you got this wrong, the approach on this one relatively trivial issue created more issues than it solved.

A better way to deal with one level not doing something is to mention it when their manager is around. So rather than compain to their manager ask them in front of their manager, by the way you know X that I asked you about last week is there any resolution yet. Still not perfect, but it is always a good idea to warn you are going up, unless it is serious and needs imediate attention.

Similar with emails, if important(so not every time) CC their manager so they know when something was asked, and it is not suprise to anyone sometime later.

You also have to look at secondary actions for specific issues,

If not trained on a system, tell supervosor you can't take the calls and will need to pass on those calls to people that are. even consider hinting to the user that there is lack of training but that depends ond process procedures and what you can't say, but something like Oh you have a problem with X, jonny knows a lot more about that they can help you much better/quicker than I can.

Try to get process and procedures documented, be part of the solution and self training.

As has been said time managment on admin, just needs to be pushed, if comments made, then push back to get time.




Also look for ways to be proactive with your own development, is their a really important system, become the expert.

I still get the feeling there is something more deep rooted than just a list of issues.

looking at this one
4) Not given the opportunity to work on new projects (regularly sidelined whilst all except two other team members have been involved).

So 3 out of 6 get te new stuff, look at why, there will be reasons untill you identify them you can't fix the problem, start with what the two groups have 3 have in common/different.

Okay thanks for the above, a lot more productive than the previous so again thanks.

Only thing is the point about 'deep rooted issues'? I really cant think of anything. The only one factor I can add is that there is one member of the team who is a very close friend of the supervisor. When the supervisor joined, the manager asked if he knew anyone to employ. The supervisor suggested that person and made it open that they were close friends. They both interviewed and employed him. He is probably more technically qualified than most of the team. But the issue is more to do with biast/favouritism. That individual has been fully trained and given full exposure to all the new and current projects.

What chance do we stand at promotion/progression if this individual is being trained, coached, guided and supported in his role within the company?

However this individual is a nice person, we get on well and never have any problems (at all). We have become friends outside of work, etc. just like the majority of the team.

I cant really say there are any deep rooted issues? Its just a company that seems to be very, very unprofessional... with a lot of very, very unprofessional people. Problem is, I cant leave due to my circumstances and I cant progress as there is a lot of foul play going on (thats hard to deal with).