Power struggles - Blair McPherson

 

How about a senior manager who claims their boss is trying to force them out because they feel threatened by their popularity and influence with board members. 

Should HR remain neutral ? What if the pretender is part of a group who support a more strategic role for HR or a compassionate style of management very much in-line with the approach HR have been unsuccessful advocating. 

 

I have been both the manager who feels they are being undermined, by an overambitious colleague /individual who wants their job and a senior manager who thinks their boss feels threatened by their influence and wants to get rid of them. 

 

Unless we are talking about bullying or harassment then HR will stay neutral. If there is evidence of,” bad mouthing “ and /or openly challenging the authority of the manager then HR will advise, attempt to resolve the situation informally and if that fails support a formal disciplinary process. 

 

But often it’s not that clear from an HR perspective. Sometimes what is perceived as bullying and harassment by the individual is seen by their line manager as legitimate efforts to get the individual pulling their weight , be a more positive influence and accept their managers authority to do so. In addition managers including senior managers expect loyalty and in my experience can view dissent even the legitimate expression of concerns as evidence of personal disloyalty. 

 

So HR will be neutral in individual cases and find themselves compared to Switzerland which is never a complement and may result in being criticised by both sides. However strategically HR has an active role in changing the way power is exercised within the organisation specifically the management  culture. 

 

The best leadership teams aren’t free of power struggles, just better at navigating round the competition for resources, clashing strategic vision and priorities and personality differences. Their leadership style is less hierarchical, think King Arthur rather than Napoleon. The focus is on the bigger mission. The emphasis is on collaboration not competition. But most significantly highly effective leaders/managers score well in emotional intelligence (EI). They have insight into how their behaviour affects others, they recognise when personal biases cloud judgment and are good at reading the room and adjusting their approach accordingly. And HR can through management Person Specifications ,  management recruitment, coaching , mentoring, and 360 feedback increase EI and how it is valued in the organisation.

 

Blair McPherson former director author and blogger www.blairmcpherson.co.uk