I have a direct that was doing great, but began to self-destruct. I need to give him feedback and give him the opportunity to change his behavior, but is it as simple as following the feedback model in this case?
I had a direct report who was my number 2; he was very strong and I was making him part of my succession plan. In April I was promoted and moved to lead another team. My former team was rolled under another Manager since it was decided that my number 2 was not ready now, but maybe next. Fast forward 2.5 months and the Manager who took over my team has resigned and I am now assuming control of his teams too. (My org went from 4 to 12 to 19) As part of the hand off the Manager informed me that my number 2 was spiraling down. He shared some observations with me that brought some great concern to me as well as my boss: Egotistical, Mood Swings/Behavior Issues, Tearing down the team, not focusing his work effort on the correct tasks, and even saying that he was dissatisfied and as looking for other employment opportunities.
The direct is taking military leave in 3 weeks, and will be gone for about 10 months. My boss has told me to “set him straight”, and let him know what he needs to think about and consider while he is away and what we expect of him when he returns. Is this something I address with performance feedback, or something else (Is it time for the shot across the bow)?