Articles

Set Up
by Dr. Lynne Curry

Question:
I'm being set up. Eight months ago, my manager hired a highly talented salesperson, "Adam." Like everyone else, I welcomed this man aboard. I often put my own work aside to give him assistance when he got behind on a project. I introduced Adam to my network of friends, both inside and outside the company and went out of my way to defend him when he rubbed a few individuals the wrong way.

A couple months ago, I noticed that Adam was often chatting with the administrative assistants when I arrived at work. The assistants come in early because they both share rides with their husbands who drop them off and Adam seemed to get in early as well. About the same time, I began notice project files missing from my desk and to get comments from co-workers and customers that I hadn't returned phone calls they'd left days before.

The missing files and calls started to make me antsy but I didn't put things together. I didn't even get it when an employee in another department stopped me in the hallway and said, "Hey, Joe, watch your back." I asked her what she meant and she said, "Adam wants your job." Because Adam doesn't have the credentials needed for my job, I thought she was idly gossiping.

Then, this morning the general manager came into my office and said that both assistants have filed complaints about my overly controlling, micromanaging style. That's totally laughable as I'm someone who delegates as much as I can, but I admit I've been questioning them about the missing calls almost daily and one got upset two days ago when I asked her three times about a missing file. Since these assistants enjoyed working for me just six months ago, I've finally put it all together, but now I don't know what to do.

Answer:
Those who intentionally shove others out of jobs succeed because those shoved let it happen. You can eliminate Adam's plan to move you out and him in if you take action now.

Start by taking to heart the administrative assistants' complaints. Regardless of the origin of their concerns, anyone questioned daily about errant calls and missing files may take offense. In the next several days, take the time to apologize to them both and make an obvious shift in your behavior. Further, take a page from Adam's book, and spend at least a small amount of time chatting with them when you arrive in the morning. We all like those who take the time to talk with us as people.

Next, take the time to rebuild your relationship with your general manager. Work relationships remain strong or sink based on the energy that we put into them and the outside interference coming from others or circumstances. Right now, the complaints your manager received cast a dim light on you. Let him know you got the point that some of your recent questioning upset the administrative staff and you plan to take this information to heart and fix things. Further, if you haven't worked on maintaining a strong line of communication with him, start now - because your job security rests on his positive view of your talents and actions.

In addition to doing immediate relationship repair work, gain the information you need to shed light on Adam's maneuvering. Pay a visit to the employee who gave you the heads up and ask her what she heard or saw that told her Adam wants your job. Don't go overboard in your questions to her; simply learn what she tried to tell you in the hallway.
In the next several days or weeks, instead of interrogating your administrative over files or calls, simply make a list of what you find missing and when. If you possess a good memory, add to this list any factual detail from the prior several weeks. Further, close Adam's opportunity to remove files or delete emails by reducing access to your workstation - even if that means spending more time there.

In short, adopt a "heads up" approach to what's going on and both Adam's and your role in it. Adam can't "do you in," unless you let him by antagonizing employees, taking a positive relationship with your general manager for granted or letting clues of potential sabotage pass you by.