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Some of our younger directs are *over* confident about their technical knowledge and ability.  While we do not want to undermine their sense of self, this overconfidence leads to several negative outcomes including (1) resistance to feedback and defensiveness; and (2) a sense of entitlement to not check with their managers before delivering (sometimes shoddy)  product; and (3) alienation from more experienced employees and managers. Does Manager Tools have guidance on managing the overconfident?

scm2423's picture

I have this struggle too and have exactly the same negative outcomes.  This has been a tough one for me to deal with they do not accept feedback and in may case the direct lacks the seft awareness and emotional intelligence to realise how they are affecting the team.  The one thing I have had to do be direct and say that I need to review key deliverables before they go out. And when they ask why or say its not necessary I just say its part of my role as the manager.  I am responsible for ensure that they work of our team is up to our quality standand.  If they release deliverables without a review there is specific feedback about not following my instructions or our process.

s

pucciot's picture

There is a 'cast for that !

 

How To Manage An Arrogant Producer (Hall Of Fame Guidance)

https://www.manager-tools.com/2010/01/how-manage-arrogant-producer-hall-...

 

Good Luck

TJPuccio

Great Manager Institute's picture

Step 1. Assess the ROI: Are these 'younger directs' worth the investment? Be honest. By trying to correct them are you delaying the inevitable (read: an impending termination) or is it a redeemable situation.

Considering they are corrigible, proceed to step 2.

Step 2. Make a plan for improvement - be it one-on-one, frequent catch ups, feedback form or an external professional assistance.

Step 3. Make the consequences clear - Let them know that if they do not improve, the ship can always sail without them!

Step 4. Keep a track of progress

Step 5. Set a time to meet again - Tell them that they have a timeline to improve. After six months arrange another review to assess the situation. Firmly tell them that if there is no improvement - the position wouldn't be available for them after six months.

Don't hesitate to have this difficult conversation. If these directs wish to improve, they would definitely value your inputs. Otherwise, it's best to let them go.

Good luck. 

We help managers navigate such challenges through our app. Do check Great Manager Institute and the Great People Manager Study. 

 

tabitharizzio's picture

Agreed w/all of the above comments.  Another item to consider is setting the expectation and culture as part of producing work is to include review of said work.  This will help in multiple ways; 1) people learn different techniques 2) builds relationship 3) eliminates poor work product.