I've recently changed jobs and landed at a position of a director where I have 4 teams reporting into me. I have 2 medium size teams (13 people total) and 2 microteams (1 person and 2 persons) which will eventually grow. This is a software/IT organization.
I've came across MT about a year ago and I've been in this current job for about 3 months. I have 1:1s with all directs and started rolling out positive feedback.
One of my directs, let's name him Bob, who is a "1 person team" used to work for my boss before I joined. My boss shared with me that this guy needs to be pushed, because he's someone who would slack off if there is a possibility. Therefore he needs close supervision etc.
When I ask this guy on what he's doing, he tells me that he's busy on this and that and that he's fixing problem X and problem Y... I can't really verify that, because given my position I can't just dive into his area of responsibility and learn all the details of his work (I am capable of that in theory, I'm technical and can be hands-on). So I have a suspicion that he really overinflates what he's doing, but I don't have proof (btw, I'm high-C, high-D, so I *need* proof before taking action :-)).
On the other hand, my boss is pushing me to get on top of this and get more output of this guy.
What would you guys recommend? What practical steps can I take to address this?
How can a high-C person manage someone if he doesn't know all the details? :-)
Thank you so much for your input!