Terry, a manager at a financial firm, discusses his challenges dealing with an uncommunicative peer:
I’ve given up trying to make amends with my colleague, Ron, and our firm’s CEO. Both of them are angry with me.
Ron is angry that I went behind his back to tell the CEO that Ron “isn’t exactly easy to get on the phone.” It’s true, but no one seems to care about that.
The CEO is angry because he thinks I’m unable to work with a colleague—that it’s somehow my fault. In the last month, I can tell the CEO is less and less interested in me.
I’ve decided to put all this behind me and spend more time cultivating relationships with other managers. That way, I don’t need to rely on Ron as much.
Actually, I can’t rely on Ron because he continues to refuse to reply to my e-mail or phone messages. It’s impossible to work with him.
In reaching out to other influential folks, I’m starting to see all kinds of benefits. Lots of key people here didn’t really know much about me. Once they learn what I can do, they want to work more closely on projects.
I’m careful not to bash Ron when I talk to other managers. I don’t want to speak negatively about anyone right now. It’s better to look ahead, not back, and focus on how I can collaborate with the right people.
Yeah, the CEO may never give me the credit I deserve. And Ron has outmaneuvered me. But I can’t control that. If I prove my worth and win over others throughout the company, I’ll come out ahead.