Problem solved – troublemaker

I’m one of the staff representatives on our management board. We always agree a united approach when raising difficult issues, but I end up doing all the talking and then look like a troublemaker

This is not a healthy situation to find yourself in, as the bearers of bad news are often unfairly associated with the problem they are reporting. It could be that your colleagues are aware of this risk, and are happy to allow you to fulfil that role. Or is it perhaps that you jump in too fast when the meeting gets underway, and in fact you don’t give others a chance to express their views?

Whatever the reason, the solution lies in talking to the other staff representatives ahead of your next meeting. Perhaps they don’t realise that you feel vulnerable when you lead the discussion, or perhaps they actually resent you doing all the talking. Could it be that you sometimes stray from the accepted script in a way that makes them uncomfortable and goes beyond their interpretation or expectation of what was agreed? Be sure all staff representatives are clear on the approach when bringing delicate matters before the board. Make firm arrangements about who will raise what, and share the responsibility. Also, learn to accept silences as an essential part of group discussions. You will soon find that others will step in to fill the gap.

Anything that brings you into potential conflict with management is tricky, so you need to reinforce and underline the fact that you’re representing the wider view rather than airing your own grievances. This is much easier to do through a joint approach – otherwise you risk gaining the reputation of someone who looks for problems which others don’t see.

To be identified as a lone agitator is to mark yourself as a target for retribution. By adopting a group approach you will avoid perceptions of negativity and confrontation – these inevitably make people defensive and reluctant to consider your point of view. Realistic suggestions for improvement also encourage further discussion and can defuse a defensive atmosphere. Messengers who bring solutions to the problems they are reporting are less likely to get shot.

 

"Anything that brings you into potential conflict with management is tricky, so you need to reinforce and underline the fact that you’re representing the wider view rather than airing your own grievances"