Need advice on managing two supervisors who tend to make me feel like I am on the same level as them instead of being one of their managers.
When I accepted my new position, my boss did not state to these two supervisors that I was one of their managers. When we have meetings, I am treated as if I am on the same level as the two supervisors. I have found that the two supervisors keep my boss more in the loop on things then myself, as well as run to them for advice. I understand that I came into this situation but I feel as though I am not respected by either. When I do tell them to do something, I have found they then inform my boss of what has been said/done before I get a chance to. I have approached my boss about this but when I explained it to this person, they said they did this so that I would learn my own path instead of setting things up the dynamic for me.
Any advice on how to establish a respectful relationship with the two supervisors? In the past I have disciplined both and it went well, but I find that typically they would rather run to my boss then myself. Both supervisors have said fairly disrespectful things to me and I do not typically state what I'm thinking at the time but wait until a better time to say something. That may be what is attributing to how they act because they do not do that with my boss.
What is a fair way for me to set boundaries without upsetting the dynamic with my boss, who also manages the two supervisors?
You haven't created
They don't really feel there are consequences. Nothing serious enough to reign in their impulses, at any rate. They may not intend to be rude, disrespectful, or do a run around you. They may just do what feels natural.
I'm suspecting an S or C poster with 2 D supervisors under them. If I were to 'DISC' the scenario, anyway...
My 3 cents?
1. Pre-wire your boss. Let them know "I'm going to take a stand on this. I'm going to give them feedback, and if the behavior continues set real consequences. Part of my job is dealing with this level so you don't have to. I'd appreciate your support on this path I've chosen. When they skip me in the chain of command could you please redirect them to me automatically moving forward, accepting no argument?"
2. Feedback model. Use it. Every time.
3. Consequences if you have to. Don't jump to it before much #2, but don't be shy about it. Sometimes I think there are people the feedback model won't work on until the "This is what happens..." part starts to be real and not theoretical.
Ideally you could keep it future oriented and positive. The real problem here is that your boss is enabling it to some extent. They don't see consequence because they see a higher up letting them run in and skip you. If you get backing in #1 your problems may clear up almost immediately.
DISC 6127
Normal
0
false
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Unclear chain of command?
A couple things you said lead me to believe that your boss has put you in a difficult situation.
1) "When I accepted my new position, my boss did not state to these two supervisors that I was one of their managers"; and 2) "What is a fair way for me to set boundaries without upsetting the dynamic with my boss, who also manages the two supervisors?"
Has it been made clear to these supervisors that you are their manager? Do you "co-manage" with your boss?
Boss is starting to make it clear
We recently had a planning meeting for 2012 and my boss has started to make it clear with the two supervisors. I did speak with my boss about one of the supervisors who definitely crossed the line with me and immediately they said they would offer to take care of it. I told my boss no and handled it myself.
Being a high D and I, I've held back up until this point since I was new. However I know that I have more footing now, so I'm going to start really pushing more than before. I believe the two supervisors are starting to get the point the last few days since the bigger meeting. I know the one supervisor, now sees me more as a boss due to the fact that I had to hit her pretty hard with some negative feedback.
I think what the supervisors are having trouble with is that my boss manages them too and being that their relationship spans a little longer than mine, they tend to go to what is "normal" to them.
There are things that my boss does in front of them that I don't appreciate. For instance I am still learning some aspects of management. In my position I have begun doing something with the employees that I didn't know the real business word for, it just came natural. My boss decided to point this out to the supervisors today. They stated that I was doing something good that I didn't even know about until yesterday when my boss explained it to me. To me it sorta ruined my credibility as being their boss but then again that's me being a high D. They have also walked in on meetings with the supervisors and said, "I wasn't invited?" when I was working on issues/problems with them for their directs.
I am hoping I'm just going through what most new managers may go through. My boss does tend to want to control many aspects of the business, so I'm not entirely sure that the supervisors will ever see me as a manager figure but instead more of my boss' assistant? Their perception could be that I'm just carrying out certain things that my boss wants me to do with them, instead of what I see they need to do. My boss says that they want to channel things through me to them but there are many things that they are working on with them that I don't know about until they mention it later.
Your boss is the problem,
Your boss is the problem, and is putting you in a difficult situation (knowingly or unknowingly). You even said yourself that the boss is a micro-manager (my words). I can imagine it is difficult for the two supervisors. They would assume (correctly, I assume) even though you are their "manager", your boss is the one that makes the important decisions around hire/fire, salaries etc.
You need to clarify the expectations of what you are supposed to be doing with your boss. You also need your boss to clearly refer the supervisors to you when it involves "your" project. If your boss does not at least try to be clear and decisive when discussing this issue, you are always going to have this problem. Personally, it seems like you are a "project manager" at best, and not a "people"manager (eg. doing the reviews etc.)