A few years ago, I put one of my subordinates in charge of a cross-departmental project to improve the user experience. It was one of the company’s most important strategic initiatives that year and was crucial to both the organization’s performance and my own. So I gave the project manager an ultimatum: failure was not an option.
He was diligent and took the assignment very seriously. Yet after nearly two months, the project had made little visible progress. One day, I called him in to find out why. It turned out that the problem lay with the Finance Department.
To improve customer satisfaction, we needed to adjust some of our after-sales policies — for example, by extending the period for unconditional returns and exchanges and issuing coupons to dissatisfied customers.
Naturally, such measures would improve the project’s performance indicators. But they would also increase costs, which could hurt the company’s year-end financial results — and keeping those results on target was one of the Finance Department’s most important priorities that year.
That created a dilemma. If the project succeeded, the Finance Department’s performance could suffer. But if Finance met its targets by refusing additional spending, the project would be difficult to move forward. My colleague would be unable to complete his assignment, and my own performance would suffer as well.
The project reached an impasse, leaving the project manager deeply frustrated.
In fact, he had already made considerable efforts. He had repeatedly met with the Finance Department to explain the project, and he had drawn on other contacts and resources to build a closer relationship with the department head.
But it made little difference.
The Finance Department was receptive. They understood that it was a worthwhile project and wanted to support it. Yet whenever the discussion reached the central issue — money — they were back at square one.
After all, the company had only so much money to spend. Giving more to one project could come at the expense of other departments and expose Finance to their criticism.
More importantly, his greatest concern was whether he could meet his own key performance indicators, because his career depended on it. When major decisions are at stake, people naturally tend to put their own interests first.
As I listened to the project manager pour out his frustrations, sounding almost as though he were about to cry, I felt both exasperated and amused. What a silly kid, I thought. Clearly, it was time for an old hand like me to step in.
So after figuratively wiping away his bitter tears, I offered him some advice.
First, stop complaining that the Finance Department refuses to cooperate, because you were looking at the problem the wrong way from the beginning. You have been thinking entirely from the perspective of “I” rather than “we.”
Why should Finance sacrifice its own interests to satisfy yours? When thinking about what you need, why not also consider what your colleagues in Finance need?
Second, focus on the problem itself. Look for the interests both sides share and find a way to advance them together. Once you do that, people will be far more willing to cooperate with and support you. Otherwise, you are simply setting yourself against the very colleagues whose help you need.
After hearing this, the project manager gradually calmed down and began thinking about the situation differently.
“Hmm. You’re right, Boss,” he said. “The head of Finance isn’t refusing to cooperate just for the sake of it. The company’s budget really is tight, and each department’s allocation was set at the beginning of the year. They’re in a difficult position too. If only senior management could give us a little more money…”
The moment I heard that, I interrupted him.
“Exactly! Now think about this carefully: Is there a way to align your interests with those of the Finance Department? Can you make your problem their problem as well, so that the success of your project does not benefit only you, but also brings them something worthwhile?”
That was all it took.
His face lit up as the solution suddenly became clear.
“You’re right, Boss! That’s brilliant. I’ll go back to the Finance Department and talk with them again. Maybe we can work together and jointly request a larger budget from senior management. That would solve my problem while helping Finance at the same time. Everybody wins!”
This article is adapted and excerpted from Zhang Sihong’s book Focus on What Matters, Keep Workplace Relationships Simple: A Minimalist Approach to Work (《專注做事、精簡做人的極簡工作法》). The views expressed are solely those of the author. Reprinted with permission from Caisi Culture. Readers interested in the complete work may refer to the original book.
Source: Caisi Culture
Translated by Eva
Follow us on X, Facebook, or Pinterest
