Soul

Dealing with subordinates that undermine you

Don't tolerate insubordination, deal with it
Don’t tolerate insubordination, deal with it

Getting a promotion or a new job that makes you climb a step or two further your career path is something that every ambitious person strives for.  But this rise does not always come without some stumbling blocks, one of which is leading a team or having to deal with a junior who undermines your authority.

What most career writers, psychologists and those that hold high positions in organisations agree on is to first find out why the insubordination is taking place.

J.F. Manzoni and J.L. Barsoux, in their research titled The Set-Up-to-Fail Syndrome, published in the Harvard Business Review, say the boss should evaluate his or her action first.

“Understand the situation. What was their predecessor like, and what were the circumstances of the predecessor’s exit? New boss who comes after several bad bosses may start out ‘in the red.’ New bosses must spend significant time one-on-one with subordinates to understand them…get to know them… establish the rules of engagement with their subordinates, clarify their expectations and explain key aspects of their leadership style,” it reads.

The research further says while bosses certainly need to work on their own behaviour, subordinates are not blameless victims because they have individual sensitivities, as well as anxieties and mental biases.

But how does a boss address insubordination?

Vera Ngoma, a leadership and communication expert, advocates tackling insubordination as soon as it happens rather than leaving it to go on.

“Have a discussion with the person and tell them that you think they are being insubordinate. Provide evidence of this and give them a chance to respond. Insubordination is not justified in any situation but make sure it’s not just the manager ‘feeling’ someone has been disrespectful. Describe the behaviour of the person that constitutes insubordination,” says Ngoma.

She says this discussion should be done when the boss is calm.

“Agree what the action points will be going forward. What will they commit to doing differently and what support will they need. But generally, a manager should proactively communicate clearly in terms of expectation and performance among others, so that these problems are avoided,” she says.

Dr. Matthews Mtumbuka who is a career expert, says the way you deal with the problem depends on the cause.

“If it is age difference, you need to demonstrate to the subordinate that age is not an issue. Show that you are mature and up for the job. Of course, show them that you respect them. You cannot manage a very young and a very old subordinate the same way. I like to do trading on this one—I will respect your age if you respect my position as your boss,” advises Mtumbuka.

But what about in those instances where the subordinate is defiant and shows that they are experienced than you are?

Mtumbuka says be stern: “Demonstrate to him or her that you know your part. Place the subordinate into his or her right place. This is a good challenge as it will make you to learn, master and acquire greater skills. Avoid the contest of skills superiority. But just occasionally show that you are the master of your job.”

He further says if the issues are to do with personality simply talk to the person on how best to engage each other. He says in that discussion, have a good balance between being humble and being in control.

Dr Chiwoza Bandawe, a psychologist at the College of Medicine, says insubordination comes in various forms and guises; however, the key thing is to deal with it directly.

“Speak directly with the subordinate and mention your observation giving specific examples. Ask the subordinate if your observation is correct. Always own the response you give to the subordinate, your emotional reaction is yours. Listen to the response of the subordinate.

“Usually the subordinate may feel powerless or want to test your power. Recognise that this is part of the process of being a leader. Aim to understand the underlying cause of the insubordination. Focus on how the insubordination is compromising the organisations effectiveness,” says Bandawe.

Just as Mtumbuka advised, Bandawe is discouraging attacking a subordinate.

“Never attack the subordinate as a person, focus on the behaviour itself and why it needs to be changed. Allow feedback from the subordinate about how he or she sees you, you could be part of the problem,” he emphasises.

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