I once had a job at the corporate headquarters, where I was responsible for monitoring the operational efforts of several different teams and making sure they aligned with the larger priorities of the organization.
If you’ve ever been in a similar situation, you know it’s a tough spot to fill. On one hand, your title identifies you as management, but no one really cares. It’s a staff job at the lowest level.
There were a number of supervisors that I liaised with and supported, and most of them had already done the job I was doing. They knew the drill.
All of the responsibility but zero authority other than the occasional, “executive so-and-so wants this done.”
One of the field guys took me under his wing and used to give me great advice as to how to do the job. He had done it for a few years and was highly regarded. He got me what I needed and in return expected me to go to bat for him when his team needed support.
No problem.
He called one afternoon and told me his office really needed some money for some critical tasks.
I didn’t bother to ask my boss (or anyone else for that matter). I had been in leadership positions with far greater responsibilities and authority than a simple money request. They expected me to handle it and so I did.
I called the budget officer and told him who I was (nobody). I told him that a certain team needed a certain amount of money right away and he told me it would be done.
I called the field supervisor back and told him and he was enthused. “We have been asking for this for a while, and you made it happen within hours. Thank you!”
Easy day. Not sure why it took so long but one phone call did the trick.
The next morning, I was at my desk and heard a different voice in our work area calling out, “where does McGee sit? Where is he?” He sounded important.
I stood up and saw the man looking for me. The executive who ran the entire operational show as well as the budget. “Over here, sir” I replied.
A compliment already? Look at me!
I’ll give you the sanitized, PG-version of what he asked/told me: “Who do you think you are, spending my money? Did we have a conversation I don’t remember? You just got here and I don’t even know you! Do you realize what you’ve done?”
But sir, I called the budget officer and he approved it.
“Only I approve those things. You don’t have any business calling him, Mr. New Guy, and since you did the expectation was that you had gotten my approval.”
Oops.
Looking back, I should have realized there was a reason why it was so easy.
I never stopped to ask why that office hadn’t been able to get what they were asking for.
I assumed everyone else must have been missing something obvious.
The reality was, they knew something I didn’t.
I hadn’t been there long enough to know any better.
My intent was good, but good intentions don’t necessarily equate to good decisions.
My mistake was assuming I understood the situation. I never stopped to ask why a problem that had existed for weeks suddenly became solvable the moment I arrived!
My previous experiences had created confidence (not a bad thing) but that confidence led to assumptions (rarely a good thing). Those assumptions obscured the very information I needed to make an informed decision.
Looking back, I should have realized there was a reason why this complex problem seemed so easy.
I just never stopped to ask.
If this reflection was helpful, feel free to forward it to another leader who might appreciate it.
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Dan
Advisor to Leaders
A steady presence when the weight of leadership gets heavy