I understand that, and the I.T. department at work are in this situation. I guess my main problem was the lack of communication that went a long with it and the fact they fail to see that my customer is also theirs. Just because they aren't client-facing it doesn't mean the customer service standards can be nil.
Winning accounts is what pays for everyone in the company to the lowliest little person to the mightiest; it's a team, and when one element of that team breaks down the entire team does.
I could tell them about all the hours I do, the uncomfortable things I have to accept from entitled clients and people who feel they can dominate me because we are seemingly in a position of servitude to them. I could tell them about having to deal with rejection, to see thousands of dollars go begging because I.T. didn't deliver, of weekend work, phone calls and callouts, of the constant grind to find, win and hold new clients...But I don't. I just do my job to the best of my ability expecting others to do the same.
The thing is, no one believes other people's excuses, only they, themselves, believe them. If we all went around whining about things nothing would get done. Communication is the key, and there was a lack of it and it's not acceptable.
Having said that, I do understand the pressures, I've been around for a good while.
This situation was escalated today and there will be a resolution, and probably some rolling heads. The industry I work in is well known for demanding results and that translates to accounts that trade. We'll see how it goes I guess. I was pleased to be able to communicate to the customer and attempt to re-establish the line of communication with the view to moving forward. I.T. will need to deliver.
I agree 100%. IT is this weird support role that isn't treated like it's part of the mission, but is absolutely critical to it. IT managers can get so focused on the thousands of little things that they forget the big picture. But at the end of the day, that direction has to come from the top. I hope things work out.
It's a collective thing we do, the elements of a company, and if everyone pulls in the same general direction things will progress. No element should be seen as better or more valuable than the other, down that path lies dissent and less reliable work-integrity. You're right about those at the top having to lead effectively too, it's the ethos I've always worked to as a leader in past iterations of my life.
Thanks for your commenting.
"It's a collective thing we do, the elements of a company, and if everyone pulls in the same general direction things will progress."
That's very true. A part of me thinks it's human nature to divide the whole into separate competing elements. I can see how that can be used for motivation at lower levels. But if leaders lose perspective that lack of sophistication ends up hurting the collective.
Military units operate as a whole, but have various elements that are completely different. Mortars, heavy machine gunners, riflemen, comms, NCO's officers etc. All have their own job but have to work together, a symphony so to speak. It works, so I know it's possible to do in business also., With some adaptation. It's the same concept, but different.
I think you get it.