Submitted by charstackle on
in
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I'd like to get some perspective from other Managers on the following situation.
I just listened to the podcast "Mananging an arrogant producer", and I took away some great strategies and action items. I would like to get a more specific ideas on how to handle this particular situation.
I had a previous job in a management position with another company about 2 years ago where I was terminated due in part by my performance. I say due in part by my performance, because I didn't give an assistant manager any negative feedback on her lack of support with myself. This assistant manager thought she was running the show. She met with my boss frequently and undermined me with the team and my boss.
My problem now is that it is happening again. I have a direct report that was hired the same time as me. I was promoted. She wasn't. She is a top producer. I've had O3's with her. I've also had conversations on how we can improve our working relationship. I believe she is spreading rumors with in the team that we don't like each other or that I am a bad boss. I don't have proof of this other than hearsay.
She thinks that because she is engaged with the business she is running that I need to be just as engaged in her business (knowing the detail) that she is. I told her I would I would get better in the smaller stuff.
What I'd like to know at this point is how do I manage her, going forward.
She is disrupting the team as well as undermining my ability and credibility that I have established with my boss as well as the team.
I would give her feedback on
I would give her feedback on the hearsay, the rule is if you believe it to be true then take it as such and give feedback as appropriate. I have given 3rd party feedback and had all the usual who said that etc. but the important thing is do you believe it to be true? Maybe listen to the 3rd party feedback podcast.
As for getting to know the detail, I suppose that depends if you need to know that. Yes its good to know whats going on in the team/sector etc but do you need to know every operational detail? I manage multiple teams where I specifically do not get involved in the details as my teams have the expertise and not me. I take their advice on things and make decisions as appropriate dipping in and out where necessary.
It might be that you are lacking a bit of confidence due to what happened in the past, but I wouldnt dwell on that just focus on whats happening now. Your teams and directs need to see that confidence in you, even when you need their advice or reccomendations on decisions.
I would also keep the boss informed that she is a good performer but needs to work on some issues before she could be considered for promotion and explain how you are going to be giving her feedback.. Maybe the boss already knows as she has already been passed over for promotion?
MM