BLUF: I have a new pair of supervisors under me, essentially a new tier of management and a small clique of their directs (my former directs) are beating up on them.
I'll try to make this short. I was a supervisor, moved up to director and a new team of 2 supervisors was hired under me. The new supervisors are former peers to their new directs. I was doing the MT trinity with the people that are now my skips, so they are used to the MT way. Now I am training the new supervisors and working them into the trinity as the rollout suggests. They are doing O3s, and not ready to roll out feedback yet. When they do roll out the feedback it will be 6-8 weeks of positive before they do adjusting. There are some very bad rivalries developing between these 2 teams of my skips, that are geographically in different offices. One group is particularly troublesome and is essentially making life miserable for the supervisors, scowling in meetings, making decisions beyond their pay grade, misinforming new hires to increase their own status, etc. All this is too much drama, and I don't want to play into that either.
I have listened to the conflict casts, and I get the impression that I should leave this to the supervisors to deal with in their O3s, but it will be another 2 months before they can begin to give adjusting feedback, so how does this not escalate out of control before then? I really feel like I need to intervene, but then I am worried that this will further undercut the authority of these two new supervisors (who are going to be great, but they are new right now).
These problem employees say that they feel I have abandoned them because I no longer do their O3s, etc. It is a vacuum right now because of the transition.
Do I call them in and possibly reinforce their love for drama? Do I hurry up the schedule and have their new supervisors give them feedback? Any suggestions? And I knew that I couldn't make it short. Sorry!