The Setup
You’re the manager of a nonprofit that provides community education programs. A senior team member, Alex, has been with the organization for 15 years. Alex is highly knowledgeable and has strong relationships with some of the nonprofit’s key partners.
However, tensions have been building within the team. Alex’s rigid (some would say cast-iron) approach to decision-making, reluctance to adapt to new strategies, and occasional dismissive attitude toward newer team members have created friction. Other team members feel stifled and undervalued, and some have even hinted at leaving if the dynamic doesn’t change.
As a manager, you value Alex’s contributions and long-standing commitment to the organization. But you also recognize the importance of fostering a collaborative, forward-thinking team environment. What should you do?
Perspectives
Alex (The Senior Team Member)
- Main Argument:
- Years of experience have given Alex deep insight into the nonprofit’s operations and strategies that have proven successful.
- Alex may feel threatened by newer methods or ideas that challenge their established approach.
- Underlying Concerns:
- Fear of being sidelined or replaced by newer team members.
- Belief that their way of doing things has proven successful and should be respected.
Team Members
- Main Argument:
- Alex’s behavior is making collaboration difficult and demoralizing everyone who interacts with them.
- Team members want a more inclusive, flexible environment where all voices are valued.
- Underlying Concerns:
- Frustration could lead to turnover, affecting team morale and productivity.
- A perception that management is prioritizing seniority over fairness and team cohesion.
Manager’s Perspective
- Main Argument:
- Balancing respect for Alex’s tenure with the need to maintain a positive, functional team dynamic is essential.
- Underlying Concerns:
- Losing Alex could result in knowledge gaps or strained relationships with partners.
- Ignoring the issue risks alienating other team members and undermining trust in leadership.
(Potential) Solution options
- Direct Conversation with Alex
- Privately address the concerns with Alex, offering constructive feedback and clear expectations for improving collaboration.
- Facilitated Team Meeting
- Organize a mediated session where the team can share their concerns openly, with a focus on solutions.
- Redefine Roles and Responsibilities
- Adjust Alex’s role to focus on their strengths (e.g., external partnerships) while delegating more team-oriented responsibilities to others.
- Plan for Transition
- Begin succession planning, offering Alex an opportunity to mentor newer team members or transition into a less central role.
Choose a solution option (and get feedback on it)
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