First post

[r.ry...@gmail.com]

Hi all-

Here's my first post, I'm hoping this is an active group.

A little about me: I'm a manager who until recently worked at a
healthcare consulting firm managing two different teams at two
different locations. I recently took a job with a large managed care
company and for the last 5 weeks have begn managing a team that
recruits doctors into the networks of insrance companies. I am excited
for this opportnity to get into a completely new industry at a
management level.

My question is, how would you approach a situation where you are
walking into a leadership situation to a team who has a bit of a sense
of entitlement? Some examples are people with short tenures asking for
raises (who by the way have generous salaries to begin with), or
thinking they should be allowed to telecommute, without situations of
legitimate need (medical or any other) and a less than productive
history there.

Any siggestions or feedback will be appreciated. Thanks-

-Rene

[Ralf]

Hi Rene,

this group is still fairly new and doesn't have many members yet. It
is growing, though, and getting more active year by year!

Thanks for your question, indeed an interesting one. I was a bit
surprised at first that you are asking such a management question in
an effectiveness group. But then your question is of course about
managing your team effectively.

I am not a general management expert while you seem to have quite some
experience. So I certainly don't know anything better than you do.
Anyway, I do have a few thoughts about your situation that I'd like to
share.

First of all, you have just moved into a new environment, a new
company culture. Not surprising that some questions arise that are
related to that new culture. It always takes time, and an open mind,
to become familiar with it and eventually even becoming an integral
part of it and someone who helps to shape that culture.

You write about your team having a sense of entitlement. As if that
was a bad thing ... it certainly is a bad thing if it goes too far,
which is what you feel about your team member's requests, if I got you
right.
In general I think it is good to have some sense of entitlement,
because it shows that you are proud of your work and your
accomplishments. On the other hand, if you don't get what you think
you are entitled to, you won't be satisfied, i.e. unhappy.

The question here is whether your team actually believes that they are
entitled to what they request. A new boss is a new chance - or even a
challenge - to test the limits. You as their manager might feel
tempted to give in, if only to make friends.
(You might want to read what I wrote in an earlier post about "saying
no". I'd be glad to have your comments.)

Well, what's wrong with asking for a raise or whatever? It would
certainly be wrong not to accept a reasonable answer. Simply saying no
with no explanation is rarely a reasonable answer.
A friend of mine recently quit her job, and I think the main reason
was getting too many no's with no explanation, no complaints about her
performance ...

I believe in respect. That means to take all requests seriously,
however unreasonable they seem. It means not to deny a serious
discussion about any request. It means to listen to the person and to
understand the request and the person. Understand what is really
important to your team members and why. How else can you take a good,
respectful decision?

Basically you enter into a negotiation. In this case it must be a win/
win negotiation, because you want to continue working with these
people and enjoy it.

Such a process can take a lot of time at first. And most likely you
have a lot of urgent work to do, no time for small talk ...
But: Spending time with your team to understand their needs - I mean
each single member of your team, not just team meetings - is in my
opinion the best investment of your time that you can make as a
manager.

Once you understand your colleagues and gain mutual respect and trust,
all the rest will become much easier, and you save the time that you
initially invest many times over.

Each "unreasonable" request is another chance to gain such respect and
trust. Or to lose it ...
It's the responsibility of both sides, of course. But the boss always
carries a bit more of it. That you are posting your question here
already shows that you are taking your team seriously and that you are
aware of your responsibility.

I hope that some of these late night thoughts make sense to you.
Good luck and good fun to you and your team!

Cheers,
Ralf.

(... will be away for a week)