Post # 1
Here’s my backstory. I’m in a position that was created for me. There was no job description, I wrote it myself after I was asked by my superior what I did all day. My superior was brought in because she has done something similar in the past but this is not really her full time job (even though she is on the payroll and is my direct supervisor). The plan was to phase her out once things got rolling. Lately, I have gotten wind that she is blatantly lying to her Boss about the numbers in my program. During meetings with her, she is constantly rearranging my words to make it look like the program is better than it really is and attempting to fudge the numbers.
I’m concerned for my job and also for the future of the program that I am trying to implement. I do not want to go over my boss’s head but then I also feel like her boss is not getting the full view of my program. Plus, the way my job came about and the circumstances of my boss’s temporary status, I feel like her role as the middle man just gives me more work since she is not following through in her position.
Is there any way I can approach my boss’s supervisor without following the chain of people? I would love to set up a meeting with her and fully explain the correct numbers and information she asks my supervisor for and I would prefer it to take place with my superior not present since she is lying. Can I do this professionally?
Post # 3
I don’t know anything about HR or legal employment issues so keep that in mind.
But I would say take some notes on what she says in meetings (record dates & times) and compile a list of the real figures and present them as matter of factly as possible. Just say you have noticed a discrepancy and would like to address that so that no one is getting the wrong impression.
The thing I can’t help with is whether you should go to supervisor first to give her a chance to explain, or directly to big boss. There are arguments for both ways and I don’t want to give you bad advice!! good luck!
Post # 4
I’d just be very careful. I am the gatekeeper if you will for the general manager. If people want to see him they sort of have to go through me. We get lots of people upset about small things (hours, pay, vacation, etc). 99% of the time they get in trouble for not dealing with their direct manager or department manager first and “wasting” the bosses time. I think only once or twice has something happened that merited going straight to the big guy and even in that situation the first thing that was done was calling in the direct manager. I would say try to sit down with her and express your concerns. Present the facts and if need be request a meeting between the 3 of you that way everything is out in the opne.
and I’m saying have it between the 3 of you b/c if she is lying she won’t be able to lie if you are there to counter her claims with facts.
Post # 5
As difficult as it might be, I would express my concerns to her first.
If you go to her boss first, she(her boss) will always wonder when you do the same to her and go above her head without consulting with her.
Post # 6
If you have HR, go talk to someone there. Explain what’s going on, provide proof (if you don’t have this, it’s your word against hers), and then find out what they suggest.
That’s what I would do. It keeps your butt out of the fire (sorta) and also allows them to look into it.
Maybe someone on here has more knowledge than me and has a better answer???
good luck and sorry you’re having to deal with this!
Post # 7
The first thing to do is assemble proof of her fudging the facts, in whatever form you can. That way, if you confront her directly and she tries to lie to the higher ups to cover her butt, you have hard evidence.
I think june42011’s suggestion of a meeting with you, her, and her supervisor is the best route to go. That way it won’t turn into a he-said, she-said situation; she’ll have to explain herself to her boss and if she tries to use you as a scapegoat, you’ll be right there to defend yourself.
Post # 8
Thank you ladies for your advice. I send reports daily, have written records of the numbers I turn in, and I have copies of her reports that show the discrepancies. The hardest part to prove is during our meetings when she admits to me that she is putting incorrect numbers on purpose!