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After many months of coaching and feedback through 1:1s I am going through a more formal process, which will either finally see a measured improvement or a termination. The direct manages a team of around 15 and is a poor communicator, poor decision maker, doesnt manage meetings well etc. The team is demoralised. I have created an action plan for improvements but don't hold much hope of success.

The problem is her team are looking to me for action and I am not sure what I can tell them, other than "i am dealing with it" ? I would think it not very professional to say I am taking your boss through the HR process and they will either improve or be eventually terminated. I work in the public sector in the UK, meaning this could be a long process.

acao162's picture

I don't believe you owe the team any explanations.  If there is a way they can assist with the changes you are asking for  - some concrete, like turning in reports 2 days before they are due (so he has more time to review them) then ask for that. 

Would you like your directs to know you are in a formal HR process?

The most you might do is find positive examples of them supporting the boss through the process & encourage more of it.

 

maura's picture
Training Badge

You don't have to tell them anything. 

I'm not in a position where I'd have to make this call..but I also wonder about skip-levels during this timeframe. You say morale is bad and part of that is about communication. Maybe one of those 15 people is an emerging leader (ie, potential replacement!) who's fed up and about to jump ship. Would it be worthwhile to start communicating more with this team yourself, maybe having larger or more frequent staff meetings?  Stepping in and doing any part of your direct's job yourself is certainly not a good situation, but given that this might be a long process, and there are 15 people who are losing morale and not getting the information they need, maybe it's necessary? 

Is there a way to backfill around the weaknesses and protect the team, without undermining the late-stage coaching process that you're going through with the manager?  

mi5mark's picture

I think the team does have a role to play expecially in their positive behaviours which I will actively encourage. I agree that I dont owe them an explanation but I think skip meetings might need to happen. I will see how the coaching goes in the next few weeks.

As for potential in the team, yes I have a bench, I am mentoring one of the team and they are birlliant, if a little rough around the edges communication wise, they are an off the chart high D and I have done alot of work around their behaviour so they dont forget its not all about tasks but people too.

The direct who I have an issue with is a high S and probably C, very introverted. Much of the team are extrovert, part of their role is to train others and to offer lots of customer support, so confident, outgoing people. This probably compounds the problem for the team as they percieve the leader as weak.

Have pushed forward this weeks 1:1 for tomorrow so will see how it goes

 

Thanks for the help, more advice welcomed