Line Manager Being Purposely Problematic

theblessedone

I work as a Payroll Specialist for my company and have done so for the last three years.

In the last 6 months, I have been approached to work in two different positions within the company, both with slightly different circumstances.

The first opportunity arose around 6 months ago, where I was asked to come and work within a 'Change Project' team, in a Payroll advisory capacity. Basically, the newly formed 'Change' team, was tasked with implementing new changes and ideas, with a good proportion of those being Payroll related, to which they required someone with extensive knowledge to work alongside them. This team, fell within the same overall department (Finance) as Payroll. The head of Finance instigated the move and went about the process to create the seconded role for me as well as an attractive renumeration package. Once in place, it was filtered down to the Head of Payroll, who informed my line manager, to then I was informed by both of them in a meeting. The semantics of the secondment were; I would work in the Change Team for 2 days a week (undecided at this time) and return to my original post for the remaining 3 days. My line manager, seemingly happy with this scenario when first told by his line manager, suddenly voiced all his concerns regarding this secondment to me, in a separate meeting between just myself and him.

His concerns were;

• "Why wasn't this opportunity offered to my counterpart (who is the same job title as me, but has been there for several years more)?"
• "I am still your line manager, regardless of this move, so I want to be able to call on you when I see fit, regardless of what work you are doing in the Change team."
• "Who is going to be covering your role whilst you are gone for 2 days?"
• "I'm p**sed off that this has happened without my know how and all been agreed over my head"
• "I'm still your line manager, so I could have said you're not going anywhere at all and I have the power to do so!"

The list is summarised, by the general consensus was, he wasn't very happy. It left me feeling very upset and vulnerable about whether I should take the opportunity, but equally annoyed that these concerns were vented to me and not the responsible managers on either team. Long story short, I pulled him to one side a few weeks after this meeting and refused the opportunity on the basis that the Head of Payroll, my Line Manager and the head of the Change Team couldn't discuss this collectively to air out any concerns. In reality, the only concerns stemmed from my Line manager, however I had to act as the go-between to communicate these concerns between the other two parties. In the end, it became too stressful before I'd even begun the role.

This week, I was offered a vacant opportunity within the Payroll team. This role would see me become an all-round specialist within the three sub-sections (including my own) of the Payroll department. A definite step further in my personal development. The role hadn't been advertised, but again, I was pulled to one side by the Head of Payroll, to which he wanted to hear my thoughts and would I want to undertake the position. I said yes, to which nothing was agreed until he could speak to the relevant parties (my Line Manager and the Head of Finance).

Again, my Line Manager was spoken to and the Head of Payroll spoke to me yesterday, informing me that albeit my Line Manager wasn't overly enthusiastic, he understood the necessity for my development and wouldn't foresee any issues.

I scheduled a meeting with my Line Manager, with the idea of discussing this vacancy and how it would fit in to a day-to-day working environment. Again, I was scowled upon and the aforementioned list of concerns re-iterated again. The tone of which grew slightly darker, where additional comments were added such as

"I don't understand the necessity of this [new] role anyways, you're just going to get given the 'crap' nobody wants to do."
"I'll give you so much work to do, you won't be able to do their work anyways."
"If they want to work more on those two teams, I'm not making this personal, but I'd rather they'd f**k you off and keep you over there full time."

His last comment effectively means to me, he either has 100% of my time or none at all.

This has again, become problematic and is ruining another chance for development, contrary to his remark of "I've never had a problem with someone who wants to better their career."

At the end of the meeting, I asked for this new role to work effectively, it would be best practice if all heads of each sub-department, including himself, could sit in one room and discuss how best to serve up my time, would seen to a bit more pro-active than just being problematic (I didn't use that word, unfortunately I was trying to be appeasing). He agreed, but after the meeting, decided to word an email to the Head of Payroll questioning; The necessity for the role, the necessity for the jobs I will be undertaking and who will be covering my role and why, once again, he was omitted from the original discussions.

I really am stuck on what to do going forward. My line manager is very Jekyll and Hyde and after these meetings, tries to behave like he's my friend and somewhat like all this chest-thumping is doing me a favour. I have tried to explain that these so-called 'crap' jobs are jobs I'm fully aware need undertaking, but pivotal to my progression. Because people don't want to learn how they are done, they are viewed as un-important or 'someone else's problem'.

I said in our meeting, time and time again, I am excited for this opportunity, but his selfishness toward his team being understaffed for a short period of time and why my counterpart wasn't offered the job (which after mentioning it him, he doesn't want anyways), is really playing on my mind and I can see this being another opportunity I will have to pass up because I feel he has some sort of a hold over me.

*In case the question does arise, he will still be seen to be my line manager whilst I am doing this job for at least two months, as there is an re-structure program happening within the Finance department at the moment, where no team can really be seen to be making organisational changes until September. So the Head of Payroll will want me to carry out this new role as soon as possible, under the guise of my current job title.

elsien

Is there a question in there at all?

tacpot12

Your line manager is clearly very insecure, and with good reasons; you are clearly well regarded, and the re-structing program will be unsettling them further. They are clearly unwilling to help you progress, and sadly I don't think you will be able to change this attitude much.

You need to take the opportunity. I would ask for a meeting with the Head of Payroll and explain that your manager is set against you moving out of their team. They need to understand that your line manger is never going to support your progression. If they offer to try to pursuade your line manager, INSIST that they do not. Instead, ask them to give you the job, and then support you if you have any trouble with your manager.

The second (full-time) opportunity is better that the first (part-time) opportunity in Change. (I work as a Change Manager and would want you on my team, but for you, the full-time opporunity will be better. I've run payroll projects and understand the depth of the specialism.)

If you get the job, treat your line manger's need of your time fairly, but always remember that they didn't help you when it mattered.

theblessedone

elsien wrote: »

Is there a question in there at all?

"I really am stuck on what to do going forward."

"I said in our meeting, time and time again, I am excited for this opportunity, but his selfishness toward his team being understaffed for a short period of time and why my counterpart wasn't offered the job (which after mentioning it him, he doesn't want anyways), is really playing on my mind and I can see this being another opportunity I will have to pass up because I feel he has some sort of a hold over me."

PasturesNew

You get this a lot in Project "Teams". I've been a (qualified) Project Manager for about 20 years and you wouldn't believe how troublesome the people are because they tend to be in your situation.

People who just got told they were doing it. People not up to the job who are sent to do it as their Manager doesn't like them. No people management from their regular Line Manager. No sense of "team" in the wider aspect (all work for the same company) and people get shirty.

Your boss' reaction is typical of somebody who feels he's been stiffed by whoever came up with the list of people for the Project. Projects are often "forced" on people, ripping out their staff from under them. Many people get pulled all over the place.

Projects are "done to" people .... from nowhere.

They sound all lovely and cheery, but, in the main, it's hard graft and most staff don't have their regular line manager on board at all.

This is something for the Project Stakeholders to sort out .... so who is telling them there are problems? The trouble is, people don't like to hear problems and you might be seen as "negative" when you're simply pointing out that the boss man is a whiney unhappy bunny.

You need to find a way to get this exposed/discussed and resolved by stealth if necessary as it won't go away.... and you'll be bl00dy miserable.

I've seen it countless times... toys out of the pram; two-faced pretending they're on board to stakeholders, yet irritating their staff once the stakeholders are out of the way; obstructive behaviours and project annihilation tactics.

How strong is your project manager? They shouldn't be a shrinking violet scared to look over the parapet. If the PM is competent, have a word and see if they can work out how to get everybody on board.

There's nothing you can do except identify the "big cheese" that can help you sort it out.

theblessedone

tacpot12 wrote: »

Your line manager is clearly very insecure, and with good reasons; you are clearly well regarded, and the re-structing program will be unsettling them further. They are clearly unwilling to help you progress, and sadly I don't think you will be able to change this attitude much.

You need to take the opportunity. I would ask for a meeting with the Head of Payroll and explain that your manager is set against you moving out of their team. They need to understand that your line manger is never going to support your progression. If they offer to try to pursuade your line manager, INSIST that they do not. Instead, ask them to give you the job, and then support you if you have any trouble with your manager.

The second (full-time) opportunity is better that the first (part-time) opportunity in Change. (I work as a Change Manager and would want you on my team, but for you, the full-time opporunity will be better. I've run payroll projects and understand the depth of the specialism.)

If you get the job, treat your line manger's need of your time fairly, but always remember that they didn't help you when it mattered.

Thank you for your kind words.

It's reassuring to know that the situation (with regards to the first opportunity) is something you've come across before, especially in the capacity of a Change Manager.

I will instigate a chat with the Head of Payroll when he returns next week, but I may also push for a line manager change with this opportunity and have me report to who the previous incumbent reported to (as mentioned, this shouldn't be happening until September, but if the position is vacant, I don't envisage it being an issue.

But I agree with your points made about being amicable toward my "previous" managers necessity for my time, but to understand the lack of support in my transition.

theblessedone

PasturesNew wrote: »

You get this a lot in Project "Teams". I've been a (qualified) Project Manager for about 20 years and you wouldn't believe how troublesome the people are because they tend to be in your situation.

People who just got told they were doing it. People not up to the job who are sent to do it as their Manager doesn't like them. No people management from their regular Line Manager. No sense of "team" in the wider aspect (all work for the same company) and people get shirty.

Your boss' reaction is typical of somebody who feels he's been stiffed by whoever came up with the list of people for the Project. Projects are often "forced" on people, ripping out their staff from under them. Many people get pulled all over the place.

Projects are "done to" people .... from nowhere.

They sound all lovely and cheery, but, in the main, it's hard graft and most staff don't have their regular line manager on board at all.

This is something for the Project Stakeholders to sort out .... so who is telling them there are problems? The trouble is, people don't like to hear problems and you might be seen as "negative" when you're simply pointing out that the boss man is a whiney unhappy bunny.

You need to find a way to get this exposed/discussed and resolved by stealth if necessary as it won't go away.... and you'll be bl00dy miserable.

I've seen it countless times... toys out of the pram; two-faced pretending they're on board to stakeholders, yet irritating their staff once the stakeholders are out of the way; obstructive behaviours and project annihilation tactics.

How strong is your project manager? They shouldn't be a shrinking violet scared to look over the parapet. If the PM is competent, have a word and see if they can work out how to get everybody on board.

There's nothing you can do except identify the "big cheese" that can help you sort it out.

Thank you.

It's interesting to hear this from the other side and quite an eye opener to see that this sort of 'recruitment' style is quite rife. It's the first time I've come close to an actual Project 'Team' and didn't really understand their make up.

I fully understand your points as well. The PM concerned, was more interested in saying to me (as opposed to my LM) "Well, he'll have to accept it because I'm more senior than he is".

It basically became a show of manhoods, without either party ever speaking to one another and using me as a buffer.

getmore4less

If I have this right

head of finance and head of payroll are trying to get you to do better things.

Lower down the rung is line manager that is being obstructive.

if the pecking order is clear you take the opportunities and whenever the line manager tries to be obstructive you bat them off going up the pecking order.

eg if you had take the 2/3 day spit and line manager tries to get you back for a day pulling the

"I am still your line manager, regardless of this move, so I want to be able to call on you when I see fit, regardless of what work you are doing in the Change team."

You just bat that off with have you agreed that with "appropriate higher up" not the project manager of the change team.

in effect you would have two line managers and even if one is nominaly higher for the purpose of your time they are equals so you make sure that a boss even higher is the one that decides who you work for/with and when by listening to their cases for your time rather than have them bickering with each other.

The trick here is to make sure that everyone knows that the people that are really important are looking out for you and you have their ears.

Your line manager really should be using your opportinities to make a case for a replacement as it is clear you are going to move on, even if it means bigging you up with the XX is so productive I don't know how we will fill their shoes.......

can you take on both the new job on 3 days and 2 on the change team wouldthat get you out from under current LM.

Ozzuk

It's probably just blustering, your line manager may see this as a threat, or he doesn't like change, or the loss of control. None of these are your fault.

If it was me, I'd carry on regardless, of course doing my best to placate the line manager but you've already let one opportunity go. You may find he settles down once he realises its actually happening and you aren't going give up again. I think if you do give up it could seriously harm and future opportunities.

Go for it, and deal with any real issues that come up once in role, rather than give up because of someones insecurity.

Just to add, it sounds like your company is very change proactive. If he carries on being this obstructive then you could end up being his manager.

And of course, he may actually have a valid concern that his teams workload is currently at capacity and losing you impacts the whole team. But again, that isn't your problem, he should raise staffing concerns upwards not downwards.

ScorpiondeRooftrouser

getmore4less wrote: »

If I have this right

head of finance and head of payroll are trying to get you to do better things.

Lower down the rung is line manager that is being obstructive.

if the pecking order is clear you take the opportunities and whenever the line manager tries to be obstructive you bat them off going up the pecking order.

eg if you had take the 2/3 day spit and line manager tries to get you back for a day pulling the


You just bat that off with have you agreed that with "appropriate higher up" not the project manager of the change team.

in effect you would have two line managers and even if one is nominaly higher for the purpose of your time they are equals so you make sure that a boss even higher is the one that decides who you work for/with and when by listening to their cases for your time rather than have them bickering with each other.

The trick here is to make sure that everyone knows that the people that are really important are looking out for you and you have their ears.

Your line manager really should be using your opportinities to make a case for a replacement as it is clear you are going to move on, even if it means bigging you up with the XX is so productive I don't know how we will fill their shoes.......

can you take on both the new job on 3 days and 2 on the change team wouldthat get you out from under current LM.

This. Do this. Ignore your line manager, take the opportunities; if he tries to impede you, complain to the people above him who you will then be partially answerable to.

theblessedone

Problem now being my manager believes he has control over his manager.

Long story short, my line manager passed on the opportunity to become payroll manager many months ago. The current Payroll Manager used to be the same level as my manager.

Because everyone is so s**t scared of my manager, even his own boss feels anxious about telling him what to do now.

Next likely scenario would be to involve the head of finance, but surely that would implicate the Head of Payroll for not sorting out this issue locally?