A firm's supply manager issues a new set of procurement policies.

Identify the Issue: The former team leader is providing instructions that conflict with the newly issued procurement policies, leading to confusion and questioning among employees.

Importance of Addressing the Issue:

The former team leader is well-respected, so direct confrontation or punitive measures (such as demotion or written reprimands) could lead to further division and loss of morale.

Effective leadership involves addressing concerns and clarifying misunderstandings through communication.

First Step:

Meet with the Former Team Leader: This step allows the supply manager to understand the former team leader's perspective, address any concerns or misunderstandings, and reinforce the importance and rationale behind the new procedures.

Reinforces the authority of the supply manager while showing respect for the former team leader’s experience and status.

Outcome:

A constructive meeting can lead to the former team leader becoming an ally in implementing the new policies.

Helps in gaining the confidence of the department employees by showing that their concerns are being addressed.

References:

Leadership principles from John C. Maxwell’s “The 21 Irrefutable Laws of Leadership”

Conflict resolution strategies from Kenneth Thomas and Ralph Kilmann’s “Thomas-Kilmann Conflict Mode Instrument”