Dear Madeleine,
I manage a large team of accounting professionals for a company of about 4800 employees. I have worked very hard to create a great team, and I have excellent, dedicated people.
My problem is our payroll manager (PM). He is generally very easy-going and a hard worker. He is a whiz at working with our software provider. He catches errors and has proved invaluable.
The issue is this: PM can be very off-putting when an employee calls with a problem—and when it is an executive with a huge salary, he is at his very worst. We have received complaints from enough people that my boss is on my case now. I have tried to offer him feedback and have recommended that he take a customer service class that is in our online learning library.
Recently, PM said something insulting to a regional VP of sales. I didn’t hear it because I was in a conference room, but we have an open office plan and a bunch of people did hear it. I am just waiting for a complaint to come in. When I approached him about the incident, he admitted that he had been triggered by the VP’s attitude, which he perceived as condescending and abusive.
He appears to resent how much money some people make, and he has told me several times that he thinks everyone in accounting is underpaid, especially him. All of us (including me) are paid proper market rate for people in our profession. It is true that jobs in accounting don’t pay as well as they once did.
I told PM that his growing reputation is not going to help me make the case to get him a raise. He got mad at me, cut the conversation short, and walked -away shaking his head. Since then he has been very cranky with everyone. On one hand, I am afraid he will quit. On the other hand, I kind of wish he would quit, because if he can’t change his attitude I will have to fire him.
I keep trying different angles to help him, but can’t seem to find anything that works. I don’t know what to do. How can I help PM deal with his resentment and stop being rude to our customers?
Want to Help
________________________________________________________________________
Dear Want to Help,
I appreciate your desire to help. The rule I will remind you of right out of the gate is that you can’t save people who don’t want to be saved. In my darker hours, I am almost 100% certain that you can’t save people, period. Though I could be wrong about that.
It can be hard to face the ugly truth that the profession you trained for doesn’t pay as well as others. This might come as a surprise to PM if he got into accounting because he liked it and was good at it, but didn’t research compensation before he made his choice. It can be a huge challenge to offer impeccable customer service to people who are jerks and who make (what might be judged as) entirely too much money. Money is simply a big, fat trigger for a lot of people—certainly for many people who feel underpaid and/or undervalued.
Customer service takes a special kind of person, and I am not sure an online course is going to help someone who simply isn’t cut out for it. If you Google personality traits of excellent customer service representatives, you will find words like empathy, positivity, friendliness, and approachability. I am not saying it is impossible for PM to develop these, but it is probably a long shot.
I do have some ideas for you:
- Go super direct. Ask PM if he wants to stay in the job and find a way to make it work. That might speed up what happens next. If the answer is yes, tell him he can be mad and cranky all he wants but it isn’t going to change the requirements of the job, which is that he treat any company employee who needs his help with civility and respect. You can share that he is an excellent technical professional, you want to make it work, you believe in second chances, and you are okay with giving him one last chance—but if there is one more incident, you will have to let him go. If the answer is no, well, you know what to do.
- Change the job. If it is at all possible, look into changing PM’s job so he doesn’t have to work directly with customers. Find someone on the team who is naturally kind, caring, non-judgmental, and service oriented to field customer calls. That person can then troubleshoot with PM and get back to the customer. I understand this may prompt a change in job descriptions, which can be a pain in the neck. The practice of re-designing jobs to suit the people in them rather than hiring the right person for the job can wreak havoc, especially in huge companies. It all depends on how confident you are in your ability to find someone who can be good at all aspects of the job.
- Let the chips fall where they may. Continue to give feedback and wait for PM to do something that will get him fired. This won’t reflect well on you, but you wouldn’t be the first manager to resort to this option.
Once PM has calmed down, you might consider having a heart-to-heart. If you think he trusts you enough, you can remind him that you are on his side, you care, and you want to set him up to win. You might suggest that he work with a coach or therapist to help him rethink his professional options if he is so bitterly disappointed with the pay—or, at least, to help him deal with whatever triggers him so he can gain more self-control.
It is obvious that you want to help. It makes sense that you want to retain someone who is so technically capable. But, in the end, it will be up to PM to decide if he wants to change. If he can’t—or won’t—there is not a whole lot you can do.
Love, Madeleine
About Madeleine
Madeleine Homan Blanchard is a master certified coach, author, speaker, and cofounder of Blanchard Coaching Services. Madeleine’s Advice for the Well Intentioned Manager is a regular Saturday feature for a very select group: well intentioned managers. Leadership is hard—and the more you care, the harder it gets. Join us here each week for insight, resources, and conversation.
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