Ever found yourself under the bus and wondered how you got there?
Earlier this week, I spoke with a colleague who has been in their role for some time. Diligent. Process-oriented. A team player. In short, a high-performing Village Professional.
Recently, a new colleague began doing what this person described as “throwing them under the bus”.
Unfortunately, most of us know what that looks like.
Something goes wrong, a target is missed or pressure builds. Rather than addressing the issue together, someone begins constructing a story in which the problem belongs to somebody else.
During my time in the sector, I have seen many examples of this. Often, they involve the relationship between sales and village operations.
When sales slow, the salesperson may blame operations. The village presentation is not good enough. Maintenance is taking too long. The team is making the village difficult to sell.
Operations can just as easily respond in kind. Sales is making promises the village cannot deliver. Leads are not being followed up. The salesperson does not understand the community.
Before long, both sides are collecting evidence against each other instead of working on the problem.
The issue is not functional areas. It is trust.
My advice to someone who feels they are being thrown under the bus has always been simple: be the olive branch.
That does not mean accepting unfair criticism or allowing yourself to be undermined. It means resisting the temptation to respond in the same way.
Invite the person for a coffee. Take a walk around the village. Find an informal opportunity to talk away from the pressure of a meeting.
Start softly. Try to understand what is happening for them. Are they under pressure? Do they feel threatened in their role? Is there a genuine issue that you could resolve together?
Look for ways to share success. Agree on the problem before debating who caused it. Clarify responsibilities, share information earlier and acknowledge each other’s contribution when things improve.
Sometimes the olive branch is not enough
If the behaviour continues, escalate it. Calmly, factually and early.
Keep a record of specific examples and their impact, but do not build a case simply to return fire. Speak with your manager about the pattern you are experiencing, the steps you have taken to resolve it and the support you now need.
Escalation is not about winning or getting someone into trouble. It is about preventing an unhealthy pattern from becoming accepted behaviour.
Managers also need to pay attention when a familiar employee is suddenly being described in unfamiliar terms. Is the person being blamed a regular high performer? Have they consistently worked diligently and supported other parts of the business? Do the allegations seem out of character?
Do not accept a new narrative without examining it.
Speak with both people, separately and together. Look at the facts, the pattern of behaviour and the pressures each person is experiencing. Then course-correct early.
People sometimes shift blame because they feel exposed themselves. That may explain the behaviour, but it does not excuse it.
Be the olive branch where you can. Escalate when you need to. And if you are the leader, do not wait until someone is already under the bus before stepping in.
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