Gaurav is keeping quiet. He is facing a fierce colleague Victor, who argues in support of a new vendor who is willing to work with Gaurav’s company and manufacture the new set of tools as per their stringent norms. This new vendor also has a track record of supplying to other companies in their Industry, have enough capacity and can cater to the exact requirements of Gaurav’s company at a slightly reduced cost.
But Gaurav wants to recommend that the proposed new manufacturing contract be signed only with their tried and tested supplier, to mitigate the risks involved and keeping in mind the changes the supplier may have to accommodate in the initial phases of relationship. He feels that a new supplier may not be willing to accept frequent request for changes in the design of tools which can have adverse consequences.
Victor is the deputy of Gaurav and an important cog in his department. Victor comes with unique perspectives, has worked with bigger companies, understands the nuances and challenges in creating and sustaining a dependable supply chain. He has the knack of evaluating and identifying dependable suppliers for his company. He can meticulously identify their strengths, unstated weaknesses, internal culture, integrity in honouring commitments, quality orientation and can suggest if a vendor is really suitable for their company.
The atmosphere in the room is not to the liking of both these managers. There are long pauses, exhibition of intense emotions and tiredness that lingers on. Gaurav suggests that they a take a break and come back for discussion. Victor agrees. They walk together, reach the cafeteria, quietly help themselves with some cookies and their favourite cups of coffee. As they walk back to Gaurav’s cabin, the silence continues and it suggests that they stick to their established positions on this matter.
Gaurav checks his other commitments for the day and sees that this conversation needs to be concluded shortly. They resume their talk. After few more rounds of asking, listening and speaking, Gaurav gets visibly upset. He changes his posture... sits straight, enlarges his body to occupy more space in the chair and slightly leans back. Unable to really convince, he looks deeper at Victor and asks in emotionless tone the dreaded ‘Who is the boss here?’
Victor is taken aback. It takes few seconds for him to realise what is happening. He gets his composure back and replies in a nonchalant voice that Gaurav is the boss and can take a call on the matter. He adds that he was arguing for the other vendor purely keeping in mind the long-term interest of their company and not for any other reason. With drooping shoulders, he gets up and tells Gaurav that he has to attend to some other important work and walks away.
I have heard this statement ‘Who is the boss here?’ many times in my career…particularly when decisions need to be taken quickly and during meetings. The very first time I heard it when I was suggesting an affordable office space to set up a branch in a small town, while my manager had a different idea. The tie breaker question was invoked by him and the matter was resolved in no time, which is the biggest plus of this question. (The experts in Time management are yet to include this as a very important tool to manage time)
Many managers, particularly those who want to flaunt their powers and those who are not okay with discussions, analysis and consensus building, use this tie breaker question far too often much to the chagrin of their team members.
There are also some variants to this tie breaker question.
- Who is in charge here?
- Who should give instructions here?
- Who is responsible for this?
- Who is superior/ senior?
These tie breaker questions cut people to size, kill their enthusiasm for ideas and contribution, instill fear, destroy trust and erect huge walls between individuals. I have come across a few orgnisations where many junior and middle level managers resort to these questions as a ready weapon to deal with their subordinates. These managers may have their inadequacies & insecurities and need to be educated.
- Are these tie breaker questions asked in your origination?
- As a leader, what are you going to do about it?
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