65
Reducing the Size of a Direct Report's Workspace

STRATEGY

Whether they have one desk among the multitudes, a Dilbert cubicle, or a corner office, individuals take ownership of their work space. Just look at the photos, pictures, posters, and personal curios that decorate the average work space. Making a work space yours creates a sense of comfort. So, what to do when work space must be taken away from a subordinate? Present it as inevitable and not indicative of their perceived value. Expect unhappiness and disappointment. There will probably be some mild resistance and questioning ending in resigned acceptance. If you should face an aggressive and angry response, do not engage in any debate. Re‐state the facts and offer the chance to go over your head with any concerns.

TACTICS

  • Attitude: There's no reason to be uncomfortable or to lack confidence. Your conversation will be based on a decision about effective use of space. There will most likely be objective recommendations from experts. Job performance, attitude, or any other individual work traits of the individual have nothing to do with the decision. It is, quite literally, a case of “nothing personal.” Your manner should mirror this.
  • Preparation: Keeping your staff informed of your plans is the key. As soon as a decision has been made to add staff, equipment, or machines, let all the affected people know. Emphasize that the changes are improvements that will benefit everyone. Be open about the fact that someone will lose some of their current work space to make room for this improvement. Assure staff that the physical structure of the workplace will be the basis for determining the area to be modified, nothing else. Tell them when a specific decision has been reached the person involved will be informed first. Openness builds trust and confidence, and underlines that the individual losing the space is the object of circumstance, not managerial disapproval.
    Flow diagram depicting a course of action for 65. Reducing the Size of a Direct Report's Workspace with an opening statement, situations, and responses.
    Flow diagram depicting a course of action for 65. Reducing the Size of a Direct Report's Workspace with situations and responses.
  • Timing: As soon as you know, meet with the subordinate. Delay allows leaks and rumors that undermine your efforts to be open and fair with all. Remember, everyone is anxious about being the “lucky” choice. Delaying increases the anxiety. Reschedule other business to deal with this.
  • Behavior: Sit with your subordinate in your office. Removing the official barrier of the desk enhances your image as an understanding supervisor. You sympathize with their unhappiness and understand it, just as you know they understand there is no other choice.

ADAPTATIONS

This script can be modified to:

  • Deal with the reassignment of job responsibilities when adding additional staff.

KEY POINTS

  • Keep your entire staff well informed every step of the way.
  • Be specific about what will happen, why it will happen, and when it will happen.
  • Emphasize the change as an improvement for all, acknowledging the hardship for one.
  • Affirm that the actions are dictated by architectural necessity and not managerial choice.
  • Let the individual affected know as soon as you do. Then let the entire staff know.
  • Don't hesitate to encourage a disgruntled individual to speak with your supervisor.