Dear Joan:
Approximately two weeks ago, I joined a firm in an executive management position, with an opportunity to possibly buy into the firm as a partner, within a year, based on my performance (the owner is looking to retire and has no capable successors to run the business, so this is where I come in.)  The firm is 30 years old.
 
My position reports to the owner.  Everyone reports to me--department managers, and all other positions, as well.  There is one department manager (Pete) who has been there for over 10 years (this is a company of 55 employees). This department manager, from what I understand, has had a hand in getting rid of approximately ten other managers over the course of four years (by throwing them under the "bus").
 
The owner and this manager go out for drinks on a regular basis, and have a great relationship outside of work- he seems like the son the owner never had.  But Pete has been told by his "buddy" the owner- that he will not be the VP due to his personal inexperience and capabilities, and he will be a department manager at the most.  However, the owner even calls him to see how the day is going, and hasn’t called me at all. In fact, he asks Pete how I am coming along. I started two weeks ago and the owner has only been here for two days, and in and out a few times as well.
 
Now, Pete knows how to speak to the owner, and I have seen Pete is starting to play games with me on little things that aren’t a big deal... they are not related to his direct performance.  I fear that he will throw me under the bus and get me fired as he has done with others. He smiles at me says, “Yes sir”, “Good morning sir,” offers coffees, and does his reports, performs ok, but I feel it is all fake.
 
I have been in this industry for 18 years, and have been in a similar situation once before, which resulted in me being let go (even with me increasing performance and profitability).  At the company party Pete told me about what he used to do with his younger siblings growing up on a farm. He would let them name their animals, letting them feed it, love it, then serving it to them at dinner! (Am I reading too much into this?)  He also records people with his cell phone and uses it to blackmail them for lunches- this is from him directly. (He had a bit to drink and just told me about this out of the blue!)

So, what should I do? I obviously can’t fire him.  The owner loves him. On the surface, we are working fine, but I am convinced he is jealous that I am there and he is trying to size me up... I can’t come out point blank to the owner and start accusing this guy, and I can’t confront the guy.  When I first started, I met with each manager one on one, and I directly asked him about his thoughts about me becoming a partner- and he said he will prove himself to me.
 
Colleagues of mine, in the same industry, know where I am working, and at least three of them have made comments about how many managers have gone through this place, and that the owner has wanted to retire for a long time.
 
When I was being interviewed and offered the position, I was told that the last guy just stopped caring, and had to be fired after five years.  I asked about the long-time manager, and I was informed by the owner that Pete knows he is not fit to run the company. How shall I handle this? And should it bother me they are drinking buddies, and the boss checks in with my subordinate?

Answer:
Pete has successfully wormed his way into the owner’s circle of influence. Based on your description, he reminds me of Eddy Haskell, from the old TV show, Leave it to Beaver. (Just replace “Can I get your coffee sir?” with, “What a lovely dress you have on Mrs. Cleaver…”) I suspect you may be right about his jealousy—or at least his passive aggressive tendencies. If he can’t have the top job—after all his groveling—he may want to make sure he gets another boss he can manipulate. And as long as the owner falls for his game, he’ll keep his power.
 
As I see it, you have a couple of choices. Either find a way to “bond” with Pete (essentially killing him with kindness and beating him at his own game). Or, find a way to insert yourself as the primary communicator/leader with the owner (in essence, replacing Pete as the source of inside and trusted information). Or, use a combination of the two. I agree that a direct, honest conversation with either Pete or the owner is bound to backfire. They have history with one another and you’re living on credit.
 
So, for starters, take a proactive step and ask the owner for regular meetings, either on the phone or face-to-face. In the beginning, I’d ask for at least two per week. You want to head Pete off at the pass. In addition, start one-on-one meetings with each person who reports to you. Hold staff meetings, as well. When you meet with the owner, make sure you are sharing what you are hearing/learning from everyone. Pete can’t offer him that. Be sure to update him regularly—even if it means doing a weekly email summary, so he feels he hears from you directly, and doesn’t need to rely on Pete. Make sure he is fully briefed on your decisions and issues on which Pete may try exert influence. The goal is to be a richer source of information than Pete.
 
In the meantime, look for meaningful work for Pete and the other managers. Give Pete assignments that show you value him and trust his experience. Compliment his efforts and give him visibility, along with his peers. If he wants influence, give him a legitimate and honorable way to earn it. If he asks to get your coffee (yuk!) tell him with a smile, “Hey thanks Pete, but I know you’ve got more important things to do than to wait on me! But I appreciate the gesture.”
 
If you hear that the owner and Pete go out for drinks and share information, don’t over think it. They are friends and obviously the owner values loyalty and trusts him. It’s encouraging that the owner is smart enough to know Pete can’t run the business, so he isn’t completely hoodwinked. It sounds as if you have six months, or so, to test your strategy. If, after that time, the owner isn’t coming around, it’s time to have a talk with the owner. If that doesn’t work, you have some good experience to take somewhere else. Sometimes, in cases like this, if the owner never retires—he sells or closes the business—and then Pete will likely end up the loser in the end.
 
Joan Lloyd is an executive coach, management consultant, facilitator and professional trainer.  Email your question to Joan at info@joanlloyd.com.  Visit www.JoanLloyd.com <http://www.joanlloyd.com/>  to search an archive of more than 1300 of Joan’s articles.  (800) 348-1944 © Joan Lloyd & Associates, Inc.