I've been listening to these podcasts for a couple of years now and have incorporated some aspects into my everyday work (some more successfully than others!).
I was hoping for some guidance on two specific items:
- I currently have most "manager" type responsibilities, but am not an official "manager" with direct reports and such. How should I (if at all) be rolling our the trinity in my current role?
- I started off on the wrong foot with one of the team members (A1) who works with me on about 60-80% of the projects they are involved in. What should I do?
Here's the backgrond information for both questions (1, 2 above)
- My DISC profile: High D, Mid I, Low S, High C
- Team structure: 1xSenior Manager, 2xSeniors, 4xTeam Members
- Started in this role about six months ago. I was hired with the view from the Senior Manager to promote within 12-18 months to fill the Manager gap and have been advised they will put me up for promotion closer to the 12 month timeframe if I continue progressing
- Nature of the work: 1-3 month projects with myself and 1-2 team members
- 2 of the Team Members work primarily on my projects.
A1 about 60-80% of the time.
A2 about 70-90% of the time.
- My recent performance discussion had no surprises as I openly discuss "development areas" with my Senior Manager. The general positive feedback was:
(a) technical and project skills and solid
(b) self-aware, adaptable and flexible to change my behaviors and
(c) stakeholder wise, very good with all stakeholders my level and upwards.
- The one development area we are working on together is my leadership skills (ie my relationship with A1 and A2 in particular)
- A2 (mid D,I,C, low S) joined a little after I did and the relationship seems solid
- A1 (high S,C) has been within the team about 12 months
Specifically for 1.
- I am very much accountable for leading and managing and assigning tasks to A1 and A2 while we are working on projects together
- I do not have any official performance appraisal or managerial administrative responsibilities outside of that
- I've been having weekly 1:1 with A2 since they started as I was also responsible for "onboarding" them and they have found the 1:1s to be useful (our Senior Manager is very time poor due to the size of the team)
- I had a few 1:1 with A1 when I first started (for other reasons) but these have since been cancelled at A1s request
- I do provide positive feedback to both A1 and A2, on average once a day, when deliverables are of good quality.
- Adjusting feedback is generally limited to a 3 strikes and I get frustrated "rule". The first two times, I'll genereally let slide with a quick informal discussion just to address the situation.
Specifically for 2.
- Some time after the 1:1 were cancelled, A1 made the same error (which impacted our deliverables and our stakeholders) three times within a very short period of time. In hindsight, I clearly over-reacted out of frustraction and gave some formal feedback to A1 (both via email cc: the Senior Manager; and also in person at A1s desk). The feedback was effective in that the error hasn't happened again, but was probably not very nice to A1 and would have been embarrasing. In addition, I had been pushing A1 with some reasonable, but tight deadlines to meet which they were not use to (high S,C).
- I was informed in my next 1:1 with my Senior Manager that while he understood my reaction, the approach/manner I delivered the feedback was a bit harsh and could be improved (which I agreed with).
- I also took note that the culture of my new team members was quite different (think higher S,C) than I was use to (D,I) and as such I would have to adjust accordingly.
- In my interactions with A1, I have since lowered my high D significantly, and tried (with some difficulty) to increase my S. These efforts were also acknowledged indirectly by A1 who provided feedback to my Senior Manager which was shared in a subsequent 1:1 with my Senior Manager
Q1 - Management Trinity
- How should I best apply it to my current role?
- What do I do about the lack of 1:1 with A1, and their desire not to have them?
Q2 - first impressions with A1
- This was our first proper project together and I made a poor first impression which regrettably will last for a little while. I've worked hard on improving things, but it is an uphill battle.
- I plan to apologise directly to A1 (I was on the fence about whether I should or not, but have decided this is a good building block to further our relationship).
- What can I do to best improve the effectiveness of my relationship with A1?
Thanks greatly in advance for any insights and advice you may have!!