Facing resentment from unsuccessful candidates
You've recently been promoted to management, and are now
responsible for the department in which you were previously
employed. One of your former peers had also applied for the job,
and you are now feeling waves of resentment from him that
threaten the success of your promotion.
Does this sound familiar? If so, you're certainly not alone
because it's one of the most common challenges faced by new
managers. Here are some ideas to help you deal with the
situation.
Initiate a discussion
It's imperative that you sit down and have a meaningful
discussion with the individual concerned. Your two objectives
are to find out specifically how he or she is feeling, and from
there to figure out how you can enlist their co-operation and
help them become a productive part of the department that is now
yours to run.
Try to understand how they feel and why they are resentful
The most obvious reason is that she really felt she was the best
person for the job. She has ideas on running the department and
had been looking forward to putting them into action. Now she
feels she has lost that chance.
A lesser known, but possibly even more important, reason is loss
of pride. He may have told his nearest and dearest that he was
in line for promotion, so now that he didn't get it, he is
embarrassed. He feels he will be less in the eyes of his family
or friends. So even though he may not actually mind the job he
currently has, you're facing some deep personal feelings he may
have difficulty changing.
The only way you'll find out is to ask questions, and then
listen to the answers. Begin by saying you know the person was a
candidate for the job, and that you also understand they were
considered qualified. Then begin with a straightforward question
such as, "Do you still feel disappointed and resentful?" Wait
for the answer. If it's a curt "yes", probe for more. "Is that
something you feel you can work around, or that will eventually
settle down?" Or "How can I help you deal with that?" Keep
probing until the person begins to talk.
If she takes the opportunity to vent her feelings of anger,
listen calmly for a bit, using body language to indicate you
understand. Then step in to redirect the conversation so that it
becomes productive by saying something like, "I understand
you've been angry. However, I know you well enough to believe
you can get past it and honor yourself by doing the job you are
capable of. Let's talk about where we go from here."
Help them regain lost pride
Before the conversation even begins, give some thought to what
you know about the person and how they work. How can you use
their strengths to the benefit of the department? One effective
way is to initiate a special project with a specific objective
she can relate to, and put her in charge of it. It's important
that this not be an unimportant "make work" project, but rather
something of value. You might even come up with it in discussion
with the employee, which gives it the benefit of her buy-in.
This kills two birds with one stone: completion of the project
benefits the work of the department, and putting the person in
charge provides an opportunity to shine. This helps them regain
any self-confidence that may have slipped, and they have a "win"
to report to those who care about them. It's also a positive
achievement that can count towards possible future promotion
opportunities.
What if it doesn't work?
If you give people consideration through this process and then
give them every opportunity to come on board with you, and they
still won't co-operate, then stronger measures are called for.
In this case you must have another discussion.
This time you frankly point out their ongoing shortcomings and
how they are creating a toxic environment that adversely affects
the whole department and its work. Candidly tell them that if
they can't find the inner strength to change their attitude and
make a productive contribution, then there is no place for them
in your department. From then on, follow the usual process when
someone is "on probation", monitor their progress and act
accordingly. As the common management consulting expression
goes, "If you can't change the people, you have to change the
people!"
In a recent interview with Management Consultant Mike McInerney,
he told me this situation arises at all levels. Young managers
may be surprised to learn that even Presidents have to deal with
the resentment of unsuccessful candidates. The difference,
according to McInerney, is that those people have learned to
deal with it, and they don't let personal feelings stand in
their way. If you are new to the world of management, you'll do
well to take your cue from their example.