Chapter 87. Show You Understand the Viewpoint of Underlings and Overlings

Being an underling—as we all know because we’ve all done it, been there—is tough. You get to take a lot of orders from a lot of people delivered in a way that puts your back up and makes you angry.

But hey, being a manager is often no better. Now you are caught in the middle. You get all that flak from the staff, plus all the crazy directives from the chief executive. You are no longer an underling and not quite an overling. You are the middle of the sandwich. You’re going to get it from both directions, upward and downward.

One of the best ways to take the pressure off is to let underlings all know you understand their viewpoint. Don’t just smile and say, “Yeah, I know where you’re coming from,” when it is plainly obvious you don’t. You really have to make sure they know you do understand their needs and wants, grievances and demands, fears and hopes. Up and down the chain.

When push comes to shove, you are going to have to side with the overlings sometimes. When you think they are right of course. Your underlings—non-PC for team—will obviously resent this, particularly as they will not welcome any changes (especially ones they don’t understand). This is a good time to let them tell you how they feel and tell them that you do understand this, and explain why the overlings have decided to do what they have.

If you’re really good, one day you’ll learn to explain how the underlings perceive things to the overlings, in terms they will understand—and vice versa. If you can get the underlings to see why the overlings believe that something not in their best interests makes sense, then you’re on the road to becoming a managerial genius.