#73 from R&D Innovator Volume 2, Number 12          December 1993

FORUM—from our readers

Sensitive Issues Won't Go Away

Over the five years I've been director of R&D, I relied most on the person I chose as my associate director.  I felt that we had a good and open relationship, and I trusted him completely.

However, during one of our out-of-town trips his voice in the next room woke me up.  I didn't have to strain to listen to his words since he apparently was leaning against the wall between our adjoining rooms; the wall my bed was against.

He was talking on the phone to his wife about some personal problems, and also complained about the way I was handling a research issue.  I was taken aback since he had never mentioned those lab concerns to me.  The phone call lasted more than three hours, and kept me awake the whole time.

I considered banging on the wall to let him know I was bothered--or at least listening--by his speaking, which got quite loud at times.  But I figured he would be embarrassed that I overheard the conversation--at least his side of it.  And I would have been uncomfortable having him know I had heard.  So I mentioned nothing to him about the incident.

Anyway, I was mildly upset that he hadn't voiced his real views to me.  After a couple of days, it became a minor issue in my mind.

When, a week later, I received the associate director's travel expense reimbursement for my approval, I noticed that he charged that late-night long-distance phone call ($40) as a business call to a collaborating group on the opposite coast.  Employees are permitted reasonable calls to home, but I guess he thought the $40 was not "reasonable," and $40 was a minor item in our $12 million-dollar budget.

But I became quite angry about his dishonesty, and my opinion of him changed dramatically.  His words of complaint about my research management activities to his wife took a more dominant place in my opinion of him.

Even though this was several years ago, I no longer trust the associate director, and I've given some important responsibilities, that I once would have given him, to others.  He obviously must sense that something is wrong, but has never addressed it with me.  It’s been uncomfortable for both of us.

The take-home message is this:  confront issues--sensitive or not--immediately and openly.  Otherwise, you will be stuck (as I am) with a problem that gnaws at you personally and can only be a distraction from your research duties.

Anonymous