How can you constructively disagree on a goal manager wants to add?

[heyDiddleyHiDiddleyHiDiddleyHo]

I will try and keep this as short as I can.

I think the op said the team could do things quicker when there were more

Sone things can't be done quicker - baking a cake just takes time

You can get more people with more ovens or change the process ( make a different cake or have less good cakes )

I'd rephrase the gaol as "you will provide recommendations to improve process and then implement the agreed changes " so there is a step where the new manager has to make a decision

The recommendations need to be specific - adding an extra person would cost x and reduce delay by y

Automating part of the process would cost

I know we are getting into the how to do it rather than how to disagree the goal but would a process map help her to understand the process and you to look for any ways to take out downtime?

www.mindmanager.com/en/features/process-map/

You can then talk to her about the goal and making it more SMART while also discussing what you can do to look for better ways of working. You don't want the goal as it is so you need to discuss with her what could be done to the wording and let her think it's her idea to improve it.

The cake analogy is good. Some things can't be done faster (unless you make it in a microwave) but making the batter for one cake 10 times takes longer than making the batter for 10 cakes in one huge bowl.

Just to say, I have a very similar manager who is also incredibly narcissistic and it is definitely challenging. I have been able to access some coaching through work which is amazingly helpful - if this is an offer to you I'd recommend it.

My most helpful phrases now when asked to do similar are things like: I feel like this is an unachievable ask - please can you suggest a way through this/help me see the challenges differently...?

Ultimately however, if the team is already understaffed then the bottom line might be that it IS a resource problem and no amount of reframing goals will effectively be possible.

It sounds like the new manager is unwilling to reprioritise (ie DEprioritise) any existing functions and merely wants increased productivity from resources already in deficit.

Your suggestions only work if you are working with professional, knowledgeable and rational people which may not be the case. Indeed using a belittling and aggressive tone suffers not.

Suggests* not

Nice. Thanks.

Oh get over yourself!

It takes 10 people to do all the jobs efficiently. Now there are 8 people and all the jobs bar one still need doing in the same way, and the one needs to be done better and quicker. So less resources and greater expectations. How exactly do you expect that to happen?

It is often possible to find efficiencies where people insist that there are none to be found. Process mapping can be a helpful way of identifying where these efficiencies are made.

However, it is sometimes the case that teams are quite simply underresourced, and no amount of process review is going to change that.

Without knowing the OP's business, we can't really say which of the above applies in this particular situation.

OP, if I were you, I would go back to your boss with something along the following lines:

Thanks, x, I will add that fifth goal to the list. Could we possibly have a conversation around how you'd like me to prioritise the objectives, as I'd like to ensure that I'm focusing the majority of my time on the ones that you think are the most important.

With regard to the efficiencies goal, I absolutely take your point that we need to work smarter and I am very happy to work with my team to try and achieve this, but I will need some support and guidance on how to approach this, please, as I have already implemented efficiencies where I have been able to, and I've hit a bit of a roadblock with regard to identifying any more. If you could work with me on developing my approach to this, that would be much appreciated.

Thank you.

I honestly have no issue with taking a look for where things can be streamlined. I have approached 100% as a we can do x, y. I do not have a we can’t possibly mindset. But it would not be responsible to not caution that without additional resource we are limited in what can be achieved without risk to the business. Part of the problem is that she just does not understand what’s involved in the task - I have explained it at length many times and continue to do so but she either doesn’t believe me or just isn’t listening, Competence and experience on her part is a factor.

What I am struggling with I guess that there is no trust. And whatever efficiencies I gain over the year my feeling is that it will never be enough. Is she looking for a 1% improvement or a 50% improvement? Surely that’s a reasonable thing to discuss and set expectations on within the goal so I am clear on my goal.

As with most things, it’s not so much what she is focusing on but the way she is going about it. And that’s what I was trying to get others opinions on and suggestions on how you manage.

I don’t think I would ever drop a really big goal on someone out of the blue with no discussion and a direction to cut and paste it into your goals with no chance of tweaking it.

Thank you @ArseholeCatIsABlackAndWhiteCat

You hit the nail on the head.

Thank you @burnttoad

This is my point. There are always some efficiencies, but if you are chronically understaffed something has got to give. And new boss won’t hear that.

Before responding, I suggest you start the process of looking for another job.

In the mean time, focus on what you can do with the people available. I would be tempted to include number of people available (or hours) as one of the metrics.

Also check the harassment policy and if it is something you could use. Shouting etc or any foul language you could deem as such.

OP, I agree that objectives should be discussed and agreed, not just dropped on people.

However, I think you have to play the game here. Accept the objective. Get your boss to help you develop the methodology for finding efficiencies. Follow it to the letter. Either it will work and you will find efficiencies. Or it won't, and you will then have a much stronger case for more resource.

And in the meantime, maybe dust off your CV and start looking around at what other jobs are out there.

Definitely look for a new job.

But I am also in the camp of it's ok to accept an objective to find ways to achieve the work with fewer resources. When I say 'achieve the work', I mean achieve the ultimate end goal, not achieve every little detail of the current process to achieve that goal. Your manager believes efficiencies can be made and is trying to force you to find them. Every senior manager should be aiming to make efficiencies.

I do agree with you the lastminute.com drop in of a how long is a piece of string kpi is crap and speaks to an inability to communicate effectively / manage properly.

My advice was based "making it work for now". Based on your follow ups i am inclined to agree with others that I'd be sharpening your CV and going to market.
Your tried to explain the work, you have flagged resourcing its all falling on deaf ears

I think you have three options:

1. Look outside and find another job
2. Look internally and manage a move
3. Try to manage this one.. and play hardball

Response:
I note the additional goal and would like your input on a) framing how 'substantial' can be deternined in order for this to be a goal that can be assessed and b) structuring an action plan so this can be achieved within our team.

Can you focus on your goals and drop every other ball?

Or:.. could you actively strive to achieving this change in full view of all of the stakeholders.....

Process map all of your tasks and set up work groups including your key stakeholders, your colleagues and your manager with the aim to reduce the timescales involved, setting out everything and inviting everyone to a roundtable discussion.

Objective: reduce timeline from 5 days to 3 to achieve annual goals:

Define essential elements of the process
Define where responsibility for these elements lies
Define what part of the current process can be streamlined, what can be moved to other departments and what can be dropped (especially if it does not fall within your other goals)

Proposal: Under new structure Dept A will only be responsible for steps 3 to 5, Dept B will be responsible for steps 1 and 2 and responsibility for step 6 will move to Dept C.
Negotiation of moving tasks 1,2 and 6 to be assigned to your manager, ie don't ask for more resources but tell your mamager what can be done in the time available and place the task of renegotiation of expectations in her hands.

Departmental A spend has reduced from £Xk per year due to vacancy factor .. this budget could be transferred to Dept B and C to allow them to carry out additional tasks.

Wow. Sounds like my last line manager. I always had senior people to sound it out and who she respects who would get involved somehow and make it more realistic. Sometimes I would cc them too which would take the edge off comebacks.
It was weird because senior management knew she didn't know as much as me and let me resolve things in my way.
She often asserted things had to be done a certain way and if she was checking I went along.
Long term i assured her I would deal with any issues, always jumped on things before she did . I changed processes by taking complete control and whilst she was not paying attention.
And I cut her out of as much as possible. Long term i became the go to. New and senior managers who started relied on her and took me with a pinch of salt until they realised she knew nothing. I also made sure customers made me the escalation point. I rarely escalated and when I did , I did it through trusted senior colleagues in indirect ways like cc

I’d start looking for a new job as your new boss sounds impossible. Whatever you do won’t be good enough…

Dropping unrealistic targets isn’t on and her approach in just sending an email out the blue with no discussion is a no no. She knows it’s unrealistic hence her email approach.

I’d start looking and meanwhile try to not get too stressed out…good luck. I’ve been there and my only regret was not walking away quicker …

It would be a shame for @heyDiddleyHiDiddleyHiDiddleyHo to leave a senior role (a bit defeatist?), without having at least tried to take on a good knotty problem like this, turn things around and give tangible benefits back to the business. That's what senior managers are paid to do, it would enhance the OPs CV and will give them a lot of mileage for future interviews!