viola77's picture Submitted by viola77 on
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Career Management

I'm a manager in a  not for profit orgnisation and experiencing problems with a direct who works as a section team leader. I have been managing this individual for 8 weeks and my boss is very angry at some of the behaviour he considers to be wayward and unduly pushing from this direct. I'm wondering if anyone can offer some perspective on this and suggest ways forward. This individuals behaviours are as follows: acts differently in front of the team with me in a negative and dismissive fashion and continually finds faults/identifies areas for mprovment despite some of this  being outside of his sphere of influence and is something that  other managers attend to. I gave feedback on the latter and he responds by pointing out risks of litigation etc, which in my view is non existant. Worryingly other team members are being off hand  with other managers since he has been on the scene and he enjoys gossiping about other individuals outside of the business. I am also being told by team members that I am lucky to have him as a manager and that I need to keep him.How to I address his behaviour and let other team members know that their deterioation in attitude is not acceptable? I feel frustrated

kheselton's picture
Submitted by kheselton on Tuesday July 10th, 2012 10:56 am

I give my thoughts only as a fellow manager who cares about the stress you are feeling:

 

I see a few items that are worth addressing, some of the team lead, and some of yourself:

  • The team lead needs to be communicated to that gossiping is not a welcome format of expression in the office, especially for someone in an elevated trust position. He needs to know that this must stop, or he won't be team lead.
  • When the direct makes comments about other functional areas, thank him for the input and let him know that you will follow-up on it. What you do with that follow-up is up to you. Make it clear to him that he's made the communication and whether or not his suggestions will be looked at, he should continue to look for ways to improve his area.
  • Be patient. I know the frustration that you are feeling (from similar experience). Don't let it show. 
  • I'm not clear on the discussions that you are having with team members, but don't discuss him or his performance with people that report to him. Focus that with him. Your observations are the ones that are crucial. Talking to his team will only cause you more strife than you need.

So those are my two cents, here's hoping an expert chimes in soon!

viola77's picture
Submitted by viola77 on Monday July 16th, 2012 10:06 am

Thank you so much for this input it-it has been very helpful to me and re-balanced my perspective.  I think that reminding me to be patient has been very helpul as it is sometimes easy to lose perspective and become stressed by these things.Thanks again for your help!

 

viola77's picture
Submitted by viola77 on Monday July 16th, 2012 10:06 am

Thank you so much for this input it-it has been very helpful to me and re-balanced my perspective.  I think that reminding me to be patient has been very helpul as it is sometimes easy to lose perspective and become stressed by these things.Thanks again for your help!