Case study of an operations director

Introduction

This case is about an individual that had been promoted from within the business from, initially, a Field Engineer to Manager of a section of the field staff before becoming the Director of the whole operation. The individual's training had consisted of mainly technical training to prepare him for the tasks associated with his field duties. He had not had the opportunity to undertake any management training until the previous Chief Executive retired and he was replaced by a new Chief Executive that could see that the Operations Director he had now inherited was not prepared, or trained, for the duties he was expected to undertake.

Problems

The main problem was that the Operations Director could not see that he was deficient in such management training as he prided himself as being very much a team player that he only needed to know what duties the field staff undertook in order to manage them, let alone direct them. The Operations Director resented the new approach by the new Chief Executive in that he was being told that he was a good team player that 'managed' his staff well but did not direct them. Indeed, what the Chief Executive could see, that the Operations Director was blind to, was that the senior management team directed him rather than the other way round. This lack of leadership resulted in the senior team members all doing their own thing without the Operations Director being involved, as he felt they should work to their own initiative, leading to inconsistencies between the teams which in turn caused problems with other staff member as they were aware of the inconsistencies and were therefore confused.

Solutions

Whilst the solution may have been evident to the Chief Executive, the problem was not even clear to the Operations Director let alone the solution. The situation could only be resolved when the Operations Director finally came to terms with the circumstances that prevented a good working relationship with the Chief Executive. It has to be said that, during his initial consultation with the Operations Director, Richard Winfield was quick to spot the problem. This was explained, diplomatically, to the Operations Director. It came as a bit of a shock to the Operations Director to consider that his staff were not looking after his interests. Moreover, that he felt that they were being disloyal. The correct view being that they too wished their Operations Director to better represent them to the Chief Executive.

Richard spent some time with the Operations Director explaining why his staff's problems (monkeys) should remain theirs so that he could focus on his new role as Director. The Operations Director has also undertaken a number of short training courses and is currently undertaking a leadership course. However, the Operations Director still feels very strongly that the problem and solution were discovered and initiated by Richard.

Outcome

The outcome has been very positive indeed. The Operations Director has discussed the situation, and resolution, with both his senior staff and the chief Executive, all have been supportive as they could all see the obvious benefits of an improved working relationship between their Operations Director and his Chief Executive.

Indeed, the relationship between the Operations Director and his Chief Executive has improved to such an extent that it is clear to the senior team. Moreover, they now feel less persecuted by the Chief Executive who was constantly measuring their performance and that of their staff. They now perceive that there is more support to Operations as a result of their Operations Director's understanding of his role.

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