Sam's dilemma

Sam has recently joined CBA (a cement manufacturer) as Head of Sales. He is quite excited, as for the first time, he will lead a team of twelve employees with three direct reports. “Finally,” Sam reflected, “I will get an opportunity to hone my leadership skills. I am confident that I shall be able to set an example for others to follow.”

In course of being introduced to the team members, Sam was pleasantly surprised to know that one of the direct reports – Satya – who had joined a couple of months earlier was from another business of his previous organization. The next day, Sam while having a casual conversation with Satya asked, “How do you find the culture of this organization?” “Differences there are, quite a few,” replied Satya. He continued further, “I observe information sharing in our team is a challenge. Everybody works in silos and I am bearing the brunt of it. Moreover, one the direct reports of yours, Amit, who is here for almost 16 years now, has been passing-on all pending work of my predecessor without trying to realize that being new to the system I too need time to settle down before starting to deliver. Do you know that he passed on the responsibility of preparing the annual sales budget to me without any brief. All he did was to send a mail stating, ‘As discussed, please do it.’ He always cribs that I shirk work. This is quite annoying.”

A few days later, after attending a few departmental meetings regarding preparation of the annual sales budget, Sam was trying to understand from Amit the reasons underlying too many gaps (in terms of logic and numbers) in preparing the budget. “Actually, Sam,” replied Amit, “Satya has been entrusted with the responsibility of driving this initiative. However, his involvement in work is questionable. I have shared with him last year’s approved budget. In ‘Remarks’ column all necessary assumptions are mentioned. If he has any doubt, I am always open for discussion. But he never approached me to seek clarity. You may be surprised to know, a GET with barely a year of experience was handling the same portfolio before he did. She was so prompt and efficient. We used to work as a team.”

“But,” interrupted Sam, “Let us try understand that Satya is very new in the system. He needs a little time to settle-down.  Am quite sure that the GET also did not start in full gear within a few months of joining.” “Settle-down?” Amit responded in a dismissive note, “Sorry to disagree with you Sir. If a GET with one-year experience can deliver so much, why cannot someone with eight years work experience fail to measure upto even that level of efficiency? During interview he claimed to have been engaged in similar activity with the previous organization. Moreover, he has already spent two months in the new system. How much more time does one require to adjust?”

Sam realized, pretty soon in his new role, the problem in-hand was not an easy one to resolve. The points of differences between Satya and Amit were diametrically opposite. “Well,” Sam reflected, “this is my first acid test as a leader. I must resolve it.”

So, after hearing the grievances of both, Sam felt the best option was to invite them together and settle the matter. The discussion started with Sam saying, “Well friends, we need to work as a team. I feel there is plenty of room for that. I have listened to your views regarding challenges in finalizing the annual sales budget.  I am sure we can plug-in the gaps.”

Unfortunately, the meeting soon spiraled out of control with each blaming the other. At one point of time an indignant Satya confronted Amit, “During my interview I was told that my sole responsibility will be preparing MIS and work on sales incentive dashboard. However, I have now been saddled with to many tasks about which there was mention during the interview process. I can either devote time driving what we had discussed about, or else I do other activities. I cannot do both.”

Amit and Sam were stumped. None anticipated such a blunt response. The latter was at his wits end.

Sam was in a state of dilemma. He wondered, “I am dependent on Amit as he, besides being one of the direct reports, is in CBA for 16 years. He had joined here as a Management Trainee and knows the culture inside out. At this juncture I need him more than he needs me. On the other hand, Satya holds a critical portfolio. How do I make him understand that being fixated with interview discussions is not the right attitude at work? How do I resolve this issue? Who can help me?”