A month ago I wrote that I had found a new job with ID Ware and had difficulties in collaborating with a specific colleague there. I planned to have a conversation with him about it to solve the problem, but I kept postponing it because I dreaded the idea. This continued until a workday at the end of July, when the colleague in question was giving serious criticism. His complaints he addressed at me about the timely processing of customer support requests where the straw that broke the camel‘s back for me. To my own frustration I didn’t have enough time for customer support due to other tasks.
I was about to explode, but remained calm and asked the colleague if he had time for a private conversation about our collaboration in a few hours. Those extra hours proved useful to me to calm down. Through this post I’d like to give some advise on how to conduct such a conversation.
First the most important thing: don’t assume bad intentions. Even though you might experience the interactions of a colleague as structurally negative and disdainful, it doesn’t mean the collegue intended it so. Many people, myself included, often don‘t understand what kind of impression they leave with others. This means it’s better to ask a question like “are you dissatisfied with our collaboration?” instead of more closed questions which make assumptions. Such as for example the question “why can’t you work together with me?”, which presupposes that colleague can’t stand you. I was surprised to hear that my colleague didn’t have an issue with me.
With this knowledge you can continue to talk about the impression the communication of your colleague leaves with you. Do this without making any claims, for example don’t say “you are constantly complaining about me” which comes across as accusative. Focus on the fact that it’s about your impression or interpretation and leave out the intent of your colleague. If you say “I get the impression that you are always dissatisfied with my work” it’s easier for the colleague to say that this isn’t correct. The colleague will likely understand that he or she should tone down their criticism and convey it better.
Try to give examples of recent interactions with the colleague which you considered uncomfortable. This makes the issues easier to understand. On one issue, my colleague’s tendency to micromanage me and others, I couldn’t mention clear and recent examples. We saved it for later discussion if necessary, but because I mentioned it I did get the idea that the message landed.
Some smaller problems are quickly solved. My colleague promised to use my complete first name instead of “Alex” and to avoid the “what do you think yourself?” question if I discussed a problem with him.
To conclude, it is important to remember that not only the colleague should change, but you as well. I promised that I would bundle my questions more so that I would ask them less often during the day. I would perform a more comprehensive investigation before I presented a problem to him to ask for assistance. Something I didn’t mention during our conversation but do consider valuable is that you’re new, you document complex procedures if documentation doesn’t exist yet. This is especially relevant if your colleague had to do damage control because you made mistakes in a procedure which wasn’t clear to you.