One of the overlaps between my old job duties and my new duties is monitoring an effort to improve our service to a key customer. As with a similar initiative about a year ago, I am frustrated with merely noting the problems we are having. I don’t think using extraordinary focus to compensate for systemic issues qualifies as a solution, and I don’t think making note of problems qualifies as fixing them. Without any administrative authority, there is nothing else I can do except try to improve the detail of my information and hone it to suggest solutions to those who do have authority.

The difficulty in obtaining detailed information comes from lack of time and access. The most revealing information is not available by simply querying the factory database (which I am good at). The real story occurs outside the awkward confines of the inappropriate computer system, and requires communicating with actors in other departments. The people in positions to actively manage these problems don’t provide any information helpful in understanding the cause of these problem by way of e-mail; by habit, or convenience, they will only give brief information on when the problem will be overcome (or worked around), not what caused it and what might cure it permanently.

When my new manager and his assistant for strategic accounts were planning to come up to our factory in the first full week of May, I began scheduling meetings with all these key players so that the locals were fully aware of the urgency and so my manager knew the personalities and difficulties I faced. All that went out the window when high-level corporate management decided to visit the factory in the same week. But just before that announcement came through, I got a brusque dismissal from the purchasing manager who could not understand why I wanted to bother him with yet another meeting.

Initially he declined my electronic invitation with a note asking what on earth I wanted. I went to see him in person and was told he was too busy for a meeting and that my manager’s assistant (i.e. someone more important than me) should just phone him. His terseness was not going over well with me and I was trying to choose my words carefully so as not to simply back-talk with something inflammatory and escalating, but in the end I walked out. I sent him a long e-mail to explain thoroughly and, I hoped, clearly why it was important that he meet, as this very important customer has gotten quite impatient and is asking very pressing questions, for which I must supply answers on behalf of our site.

That confrontation was completely sidelined with the visit of the corporate brass. After my new boss had explained my job to me during that week, I realized that I would need to give more time to following through on the questions I had for different departments, and I could not afford to indulge other people’s impatience or busyness if I were to do my job well. Late in this week I found I could put off talking to the purchasing manager no longer, and sent him another invitation, stating that if he could not meet at the indicated time to please suggest another time.

He sent it back refused without comment.

Now I had the choice of going to see him in person, again, and likely have him more riled up than the first time, or simply turning the matter over to my manager who outranks him. I did not want to run off tattling that Johnny doesn’t play nice if I could get through the problem myself, but I also very much doubted that I was going to get anywhere on my own. I also wanted to leave a little time for any follow-up messages from the purchasing manager that would suggest a new meeting time.

While weighing my options, the assistant for special accounts called me to get his daily update and I asked his opinion. He said to elevate it; take it to my supervisor and ask his advice. That fit with my general inclination and I was prepared to do it as soon as I got off the phone.

Before I finished discussing other matters with the assistant, though, the purchasing manager showed up at my desk. I was preparing myself for another tirade as I got off the phone, but instead my questions were answered thoroughly and without snarky remarks. I still detected impatience, but not liking something you must do is no crime if you nevertheless do it.

So I was spared needlessly aggravating a strained relationship. As soon as I try to start pushing the boundaries my job seems to become a series of well-meaning missteps, and this one, at least, was prevented. It was an appreciated blessing.