supervisor conflict
dynamite9551
113 Posts
for whatever reason, one of my supervisors refuses to acknowledge me as her supervisor. she refuses to even address the situation. i'm new to this medical office and have asked a lot of questions, in order to learn why and how things are done. she has blatently accused me of "attacking" her and refuses to cooperate. she holds meetings with her staff without getting ok from me (meeting held after hours)which means i'm also paying her staff for these meeting. when i asked her about why i was not at least advised of the meeting - she replied that she did not think she did not feel it was necessary.
she's a good supervisor in terms of knowledge and dedication to practice - but how do i work and deal with her.
she's a good supervisor in terms of knowledge and dedication to practice - but how do i work and deal with her.
Comments
establish your authority now or forever be regretful.
anytime expenses are incurred, such as overtime to attend meetings, must be approved by you. Ditto any "group" meetings ought to be coordinated with you as you might have some input into the meetings.
I would verbally warn her about her insubordination (but document it in your file)and stay on top of her.
that's what you're getting paid for.....
just my thoughts
Good luck!
With that said, I'm going to render mine. A determining factor in how to handle your situation depends on what position you hold, how your organizational structure is set up and how the levels of reporting have been done or have been changed. I have 14 supervisors that according to our structure are my direct reports. They call meetings every day, perform their job responsibilities and I never know it. I would not have it any other way. The reason that at times HR gets such a bad name is that people feel that we want to try and control everything they do and unfortunately that is the way things are handled in some companies. I have always been and will continue to be of the mindset that the farther away I can stay from the day-to-day operational activities, the more objective and fair I can be when there is a problem that requires my attention. Granted that there may be times when "Micro Managing" may be the only way to get a handle on things but I have never been there and hopefully never will.
Granted your point of view is valid in some organizations like yours because you have developed it that way, but I'll bet if one of your directs were to "challeng" you, you would face the situation head-on in the same way the above posts recommend.
I chose to wait and see how things developed. Several months down the road, I learned that she had been badmouthing me to at least one location director. I don't know anything about the company, I don't do as much work as she does, you know the routine.
I sat her down, told her what I knew, and told her I don't mind if she disagrees with my style, etc, however I expect her support me publicly. Not necessarily PRAISE me, but support me. I
As far as I know, she stopped the negative chitchat, or she found a "safer" person to talk to. Either way, she's being careful about it and I think we have a decent working relationship now. Getting it out in the open in a non-confrontational way worked best for me.