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Zanshin67  
#1 Posted : 21 June 2010 20:25:38(UTC)
Rank: Forum user
Zanshin67

evening all out of interest, we all have them in the workplace, the senior manager i am educated your not know it all type. who you just cant seem to reach................. what are your methods to bring them round? when they attempt to pull rank etc cheers
Kate  
#2 Posted : 22 June 2010 08:00:03(UTC)
Rank: Super forum user
Kate

I don't think I've ever come across this type. Perhaps you are taking things a little too personally? Stepping back from the emotions and analysing the problem objectively might help. Can you give an example of the situations that arise?
Barrie(Badger)Etter  
#3 Posted : 22 June 2010 08:30:43(UTC)
Rank: Super forum user
Barrie(Badger)Etter

David1967 wrote:
evening all out of interest, we all have them in the workplace, the senior manager i am educated your not know it all type. who you just cant seem to reach................. what are your methods to bring them round? when they attempt to pull rank etc cheers
David, Know the type, I have to work with an ignoramus that acknowledges I'm more qualified than he is in the safety field yet still questions whether i'm doing the right thing! To get around this I keep pushing copies of the relevant lagislation under his nose until he gives up. where no immediate legislation then copies of a positive feedback from the IOSH forum sometimes works. no still chakker spil? Badger
firesafety101  
#4 Posted : 22 June 2010 09:49:25(UTC)
Rank: Super forum user
firesafety101

One thing we have to realise when senior people pull rank is budget restraints. You may find that they do understand the needs to keep up with legislation in the workplace but there is no bottomless pit of money. Health and safety does not make an immediate profit. It could be just a case of lowering your targets and trying to get the required result a little more slowly.
KieranD  
#5 Posted : 22 June 2010 14:22:24(UTC)
Rank: Guest
Guest

David Appropriate options depend on what you are actually trying to do with your fellow employee. While you classify him as a particular 'type', he and others may classify him as more than one 'type. In that light, to 'reach' him you have the option of understanding his strengths as well as his limitations. One of the world's leading personality psychologists, Robert Hogan, has produced an assessment tool that measures how any individual's behaviour (verbal and physical) disposes him towards 'safety'. He's also produced the most widely used measures of personality strengths and limitations. To the extent that you want to reach the 'type' you have classify, you can avail of thee tools to contribute to constructive conversations with him about how your joint leadrship can be in your joint and mutual interest as well as in the interest of other stakeholders in your organisaton.
User is suspended until 03/02/2041 16:40:57(UTC) Ian.Blenkharn  
#6 Posted : 22 June 2010 14:31:41(UTC)
Rank: Super forum user
Ian.Blenkharn

Don't loose sight of the fact that they may know more that you do. You may like to think youre way ahead of them, but they have the broader overview and access to a whole range of information you haven't even dreamt of, and wouldn't get access to even if you asked. They are in a position to make a more balanced assessment on behalf of the company. While you may see a problem from the confines of a goldfish bowl, however open minded and far thinking you may try to be, they, your senior managers, swim in a different and much larger pond and of necessity have to see things from a different perspective than you do.
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