Change and Conflict
On October 16, 2007, I had to write up an employee. The reason was that she was not following my directions, interrupting me when I was trying to remind her of our policies and giving me an overall “whatever, it doesn’t matter attitude.” I hate having to give employees written warnings. The most difficult part of the ordeal was trying to explain to her why I was giving her a written warning. She became completely defensive, negative, and rude. She would not listen to me when I was trying to explain to her once more. I identified the need for her to follow directions, the need for respect between the two of us and the need for accurate records.
Giving employees a written warning is a new policy for our office. One that was used once since I have been at the firm (which is now 4 years), but now intended to be implemented more often, by me as the office manager. This is a change that has developed, but it is new to all new employees. Unfortunately, once I give someone a written notice, our relationship changes, usually for the worst. I expect that she will not be at our firm much longer. I intended to terminate her employment with us by the end of October, if she did not quit before I do so. Lately, I have seen a turn around in her attitude. She is more pleasant, follows directions, though she has a really bad memory, and I feel a small degree of respect in our relationship. Let's see how long it lasts. I really planned to let her go by the end of October, but we need assistance at the office.
I am struggling with finding the “right” people to work at our firm. I am trying to find employees who will work, follow directions and be willing to partake in the development of our firm. Unfortunately, there are few people in the world interested in such a position. At least, the people I have been finding are not like that.
The other hard part is there is one employee at our firm who has been with the main attorney since he started his practice 20 years ago. She is the biggest obstacle to change that I am facing. She is stubborn, moody and at times appears to be sabotaging my efforts so that no changes will be made. She likes the slow “do it or don’t, it doesn’t matter” type of organization in which she has been employed. That cannot keep going. The whole purpose of me managing the office is to ensure that work gets done, on time and properly. In essence, changes have to be made, procedures must be put into place and people need to get on board. This one employee has given all new employees the idea that they do not have to do the work the way I say it should be done, because “that’s not how we do it.” WRONG! For some reason, the main attorney will not think of letting her go. I have no power over her, nor do I have any control. At least we have not butted heads in a couple of weeks.
Long story short, change is difficult when you have forces that are working to impede your everyday efforts. Increased urgency exists. I just have not been able to “build the right team.” I know to build the right team, I will need to “push out” the bad employee, but I lack that authority.
I think I have experienced more conflict with the past eight months, than my entire life. It all stems out of my attempts to realize my vision of success for the company. After reading step 3 of leadership theorist, John Kotter’s book "The Heart of Change", I have found that I do not have any stated concrete “vision”. At one point, I attempted to create a vision for our firm with the help of our staff, but they had no interest in assisting, and neither did the senior attorney. Right now, I have a personal vision of success in life and in my career, but I am struggling to create one for our organization. The aspects of my vision for our organization center around: quality service, increased efficiency and productivity (which links to quality service) and growth of the business. I do not think I have succeeded on much, because I am struggling to find the “right team” to help me realize this vision. It is a professional battle that wages and encumbers upon my personal life.
Any ideas?
Giving employees a written warning is a new policy for our office. One that was used once since I have been at the firm (which is now 4 years), but now intended to be implemented more often, by me as the office manager. This is a change that has developed, but it is new to all new employees. Unfortunately, once I give someone a written notice, our relationship changes, usually for the worst. I expect that she will not be at our firm much longer. I intended to terminate her employment with us by the end of October, if she did not quit before I do so. Lately, I have seen a turn around in her attitude. She is more pleasant, follows directions, though she has a really bad memory, and I feel a small degree of respect in our relationship. Let's see how long it lasts. I really planned to let her go by the end of October, but we need assistance at the office.
I am struggling with finding the “right” people to work at our firm. I am trying to find employees who will work, follow directions and be willing to partake in the development of our firm. Unfortunately, there are few people in the world interested in such a position. At least, the people I have been finding are not like that.
The other hard part is there is one employee at our firm who has been with the main attorney since he started his practice 20 years ago. She is the biggest obstacle to change that I am facing. She is stubborn, moody and at times appears to be sabotaging my efforts so that no changes will be made. She likes the slow “do it or don’t, it doesn’t matter” type of organization in which she has been employed. That cannot keep going. The whole purpose of me managing the office is to ensure that work gets done, on time and properly. In essence, changes have to be made, procedures must be put into place and people need to get on board. This one employee has given all new employees the idea that they do not have to do the work the way I say it should be done, because “that’s not how we do it.” WRONG! For some reason, the main attorney will not think of letting her go. I have no power over her, nor do I have any control. At least we have not butted heads in a couple of weeks.
Long story short, change is difficult when you have forces that are working to impede your everyday efforts. Increased urgency exists. I just have not been able to “build the right team.” I know to build the right team, I will need to “push out” the bad employee, but I lack that authority.
I think I have experienced more conflict with the past eight months, than my entire life. It all stems out of my attempts to realize my vision of success for the company. After reading step 3 of leadership theorist, John Kotter’s book "The Heart of Change", I have found that I do not have any stated concrete “vision”. At one point, I attempted to create a vision for our firm with the help of our staff, but they had no interest in assisting, and neither did the senior attorney. Right now, I have a personal vision of success in life and in my career, but I am struggling to create one for our organization. The aspects of my vision for our organization center around: quality service, increased efficiency and productivity (which links to quality service) and growth of the business. I do not think I have succeeded on much, because I am struggling to find the “right team” to help me realize this vision. It is a professional battle that wages and encumbers upon my personal life.
Any ideas?
posted by Ms. C @ 9:32 PM
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