How would you manage this work situation?

[iloveruby]

I am responsible for a department wide function and am supported by one colleague to deliver this.

This colleague is great and very competent. Approximately 85% of their time is spent supporting my work. However, I do not line manage this individual and am now struggling with their line manager indirectly interfering in my work. Their line manager and me are the same level and report to the same director.

An example is that I had asked my colleague to complete a piece of work within a set period of time - we discussed the objectives, parameters etc. I was away for the week and it was agreed it would be completed whilst I was away (I fully trusted them to complete it as discussed).

This piece of work solely related to my area and I am responsible for it.

During a catch up with their line manager they discussed it and he wanted it done differently. As a result the piece of work has not happened in agreed timeline. Additionally, the piece of work is completely outside of his remit - so the only reason he had the opportunity to influence / direct it is because he line manages the individual who I rely on to support my work.

I am worried that lines of responsibility are being blurred and additionally I don't want my colleague caught between two conflicting directions. I have a meeting with our director today who line manages me and my colleagues line manager - do you have any tips about how I should approach this?

I just want to be able to direct my work without there being undue influence because of my colleagues line manager!

[HouseNewbie]

I’d say it as you have here, with this example and any other examples you have. You’ve set out the issue well and it sounds like there should be a simple solution.

[NewAnon]

I have a similar (but reverse) situation at work, I manage a person in another country, but they are considered part of a different team in that country.

E.g. I lead global marketing, but my team member sits with and works with the local marketing team in the office day-to-day - getting involved in time consuming local projects.

My peer/equivalent in-country (your equivalent) often tries to steer my team member's time/approach.

Whereas I, as her manager, have a clearer eye on what the global business needs from her.

The way we make it work is:

1. I genuinely like and respect her in-market team leader - I trust she always has good intent.
2. We both like and respect the team member - which means that when we're negotiating her time/approach the in-market team leader and I always look out for what's best for the team member.
3. I, as her manager, accept that there will be times she needs to complete local/in-country work - but it's my job to support her career growth, and ability to contribute to company goals, so I've learned to flex a little.

So really, you need to be talking with her manager, and build a foundation for the three-way relationship from there.

[iloveruby]

@NewAnon

I have a similar (but reverse) situation at work, I manage a person in another country, but they are considered part of a different team in that country.

E.g. I lead global marketing, but my team member sits with and works with the local marketing team in the office day-to-day - getting involved in time consuming local projects.

My peer/equivalent in-country (your equivalent) often tries to steer my team member's time/approach.

Whereas I, as her manager, have a clearer eye on what the global business needs from her.

The way we make it work is:

1. I genuinely like and respect her in-market team leader - I trust she always has good intent.
2. We both like and respect the team member - which means that when we're negotiating her time/approach the in-market team leader and I always look out for what's best for the team member.
3. I, as her manager, accept that there will be times she needs to complete local/in-country work - but it's my job to support her career growth, and ability to contribute to company goals, so I've learned to flex a little.

So really, you need to be talking with her manager, and build a foundation for the three-way relationship from there.

Thank you and Ive spoken to her line manager (who I normally work very well with!) We have regular catch ups anyway and have agreed that these also need to focus on the work that my colleague does for me. My concern is that the line manager is responsible for a completely different function - so if I was responsible for marketing a comparison would be that they are responsible for HR - so they don't have the knowledge of my area or oversight of what I'm trying to achieve!

I'm going to flag this up with our director so he is aware and hopefully the catch-ups will help to mitigate their influence.