At my weekly one on one meeting with my boss, the President and CEO of the firm I’ve worked at for the last 15 years, I ran a problem by him that I was wavering on how to address well.
In pitching to a potential client, I found two of our department heads speaking very expertly on issues in their particular domains, but talking past each other where those domains intersected. There was insufficient coordination between them in how their domains overlapped for this client.
After explaining the problem to the boss, brainstorming the various ways I could help them solve this problem both for this client and future clients, and asking for his opinion, he asked me a very simple question in response.
If you take a possible solution to them, do you think they’ll have any idea what you’re talking about?
He must have taken my slightly stunned silence for a negative. He proceeded to remind me that:
1. Individuals need to recognize that there’s a problem.
2. Individuals need to agree on what the problem is.
3. Individuals need to agree to collaboratively work on a solution.
Only then we can determine what to do, whether I have a role, and what that role might be.
Afterwards, I tested the water by asking one of my colleagues involved how she thought the call went. She thought it was fantastic.
It occurred to me that perhaps what I believe (department heads shouldn’t talk past each other and should reconcile their respective services for potential clients) might not necessarily be what others believe (perhaps part of a department head’s job is to advocate for their services to a client and they are not responsible for other department’s service lines).
The aha! moment I had with the boss will definitely lead me down a different path in terms of a next step with these folks.