While working in Sountheast Asia in the mid 1990's, I became a co-plant manager. As a professional,
there were many honors that went along with that title. At the beginning, I used human relations
principles, such as putting myself into the other's place to help gain trust. After several months,
I was told that the team members liked and trusted me.
The "the roof fell in" ... the owner believed that I could become an instrument of change of apply
some unpopular programs. I was of the opinion, at the time, that the title of "owner" meant that
you could control policy. The factory members resisted and eventually saw me as a puppet controlled
by the owner.
Finally, I saw replaced by a manager who knew enough to please others. What I learned was that your
team must always see you as supportive of their needs. At first I blamed my boss and then in honest
reflection, I began to realize that he had probably hoped that I would have found some middle
ground. What I could have done was to first obtain feedback and then use my influence to find an
acceptable compromise.
Yes, a painful lesson, but it has served me well along my career path!