In one of our departments (supply chain-over 15k employees here), the leader got promoted and a new person is in his place. They provide supplies to our building – take care of the garbage, toilet paper, lighting, plumbing etc. The way he does things is affecting the efficiency of operations that we had with the former manager. I have approached him directly related to the needs of our department, but there has been little to slow response. This last time was a huge problem because it left us without supplies for a few hundred people we provided a service for. I was told from one of his employees that he purposely directed his staff to devote time to another building. She didn’t want him to know. However, I need to address this. While I don’t expect him to be like the other leader, I do expect that the needs of our many employees and customers are taken care of the same way…how can I word an email and make it seem like I am not ‘tattling’ on the woman who informed me of his total absence to attend to our building.
Great question! In order to elicit the new leader’s goodwill and support, it is best to educate them on the operational challenges you face and offer your assistance overcoming that challenge. Educate them on the effect the change in support is having on the operations focused on the goals of your group and the organization. Also focus the conversation on what you or your group can do to help them (his group) help you. In the email do not accuse or complain. Cordially state the facts. Such as, you have been advised of instances recently of employees not having the supplies (list them) they need to do their job or for their own hygiene whatever the case is. Let him or her know you that you do not wish to make their position and acclimation to it difficult but must have the supplies to keep your department in full operation. Then ask what can you do or do you need to do to help them supply your group. Focus on operations and goals. Finally, advise them that any assistance they can provide in this matter is greatly appreciated. Close stating to them that you know they are busy so if you haven’t heard back from them by (1 day 2 days 3 days, etc. What makes sense for the level of the challenge), you will follow up with a call or visit to schedule a meeting.