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How do I give feedback to a peer about their directs behavior?
My idea is, "hey, when your directs don't do X it affects my directs ability to do their job and takes up more time. Can you talk with them about that?"

This is a consistent problem that I have mentioned to him before as "did you know X is supposed to be done by your people before it leaves your department?" and, "hey, have you had a chance to go over this process to your directs yet?"
We are both new managers (<6months) and he is visibly uncomfortable telling his directs what to do. last time I mentioned it wasn't getting done he did the task himself.
how many times before I take it to his boss (who was my boss when I was an hourly TM, and helped me get promoted)? or do I take it to my boss to take to his boss?

Solitaire's picture

One way of handling this is to say to him that your team is still struggling to get X from his team and that you'd like to pop into their next team meeting to discuss the issue, or you could suggest a joint team meeting with both your teams.

That way you'll be able to address his directs directly (and professionally of course) and be able to find out if there are any other issues causing the delays. Maybe they are struggling to do X because of someone else not doing Y.

Taking it to his or your boss should be a last resort.

mrreliable's picture

I doubt it would go well if you asked to speak with his directs. You don't believe the other manager is doing his job. Reverse the situation. Would you want another manager who didn't think you were doing your job to step in to a meeting and show you and your directs how it's done? It would be difficult to imagine that suggestion to be taken as anything other than a slap in the face.

The feedback model is based on communications from manager to direct. I don't belive the same principles will apply to communication between peers. The feedback model is about issuing directives, do this, don't do that, and the directs have to respect that because you have that tatoo on your forehead. I bet you'd see resistance if you tried that same approach with peers.

I'd suggest approaching the issue not as, "You're not doing your job as manager, and your directs are messing up my directs," and instead taking a collaborative approach. How about sitting down with the other manager, discussing the problem "we" have, and discussing ways "we" can solve it? I think the other approaches will be greeted with defensive resistance.

JonathanGiglio's picture
Licensee Badge

This may not be the appropriate use of the Feedback model, other than the abbreviated "peer" model. To be fair, this peer may have already solved this problem for you. Remember, it doesn't matter who gets the deliverables to your team, even if it's your peer - it's not really your responsibility to decide. The behavior (your team getting the deliverables) is the important point here. The only caution to watch out for is if your directs feel having to go to your peer vs. their own peers causes some unnecessary barrier - something you will have to manage.

Establishing a baseline and setting clear expectations with deadlines is crucial. Formalize the inputs you expect from other teams - and make sure you hold ALL external teams to the same standard. No need to create long winded processes, but a little more rigor could go a long way.

Finally, build a relationship. You really want to be able to say "dude, your team isn't delivering" and perhaps brainstorming with this person on how they can improve their team. Or help them by demonstrating/coaching on what you do to be successful.

Avoid escalation unless necessary. Most likely you're not the only team being disappointed. And if you are, perhaps this other team doesn't have the same priorities as your own. If that's the case, your relationship will be even more crucial in getting them to prioritize your work.

 

 

pminer's picture

Thanks for the input all. My first instinct/desire has been to talk to his boss about it since I already have that relationship. his boss also was promoted from THAT role, so he knows the requirements as well. I will try to avoid that thanks to your input.
The "peer/project feedback model goes: when you...this happens..." right? I added the "can you talk to them about it" because I know he won't consider it if I don't ask (uncomfortable).
He physically can't be doing their job all day, taping bags up as soon as they hit the damage pallet. It isn't supposed to be open at any time (which is why his directs have to do it.)
I work in distribution and the 'deliverable' I am expecting is taping up broken bags of food ASAP so we don't get a rodent infestation while in damage processing (a small part of my area). --not so much a recommendation, as a federal requirement for no open containers/food items on floor--. I was trained in that department originally and am certain of the rules and requirements for the employees, which is why I am willing to mention, "hey were you aware of this.." type things to him.

JonathanGiglio's picture
Licensee Badge

Apologies for the assumptions. Management happens everywhere, not just in cubicles.

It appears this is more of a violation of rules and regulations than it is about work deliverables.

In this case, you might want to review the "Dropping a Dime" podcast. You will most likely need to escalate this if you things don't change - and you should give your peer fair warning first. You should still work with the manager directly, maybe using a "shot across the bow". But this doesn't seem an area where he can say no...which the feedback model allows for. Tread carefully however - I imagine taping broken food bags is not a glamorous job and there might be risk of your team getting stuck with it if your attitude portrays that your team could do this better.

The other option that might help is explaining how you can't have failures at this point in the process. I would also play on the manager's ego a little and mention things like "You don't want to be doing this yourself - it certainly won't be demonstrating your leadership abilities". He has a choice of two things he doesn't want to to - telling his directs to do something or doing it himself. If he's smart, he'll get over not talking to his directs.

What you could also do is - use the feedback model with your directs and then tell him how to use it with his.

It might go something like this - "When I have directs who aren't performing, I tell them this 1)Can I give you some feedback? 2) When you do X 3) This happens.... 4) What can you do differently". Ultimately this manager needs to be the one giving the feedback. And if not him, from the sounds of the situation, someone will soon.

Hope that helps! Good luck.

Regards,

Jonathan

 

 

 

 

 

 

 

 

 

 

 

mike_bruns_99's picture
Licensee BadgeTraining Badge

You're not his manager, you're his peer.   You are not responsible for his behavior, and by trying to tell him "how to do his job or run his team", it will just cause resentment.  

You said "He can't physically be doing the job all day".  While correct, it's not your place to manage him or his directs. In this case, he IS his team.  He's responsible for his team's deliverables. It's inappropriate to talk directly to his directs.  

Listen to the peer feedback and dropping dimes podcasts, but a brief conversation such as this would be fine.  

"Peer, could I share something with you?    My direct mentioned to me that last week, six bags were split open and spilling when they entered our area.  When a bag is open and not taped, it causes much more work for my team, and could cause us to fail an FDA audit.  Just wanted to let you know."

pminer's picture

Wow, Mike. I like that.
I have a feeling I will be needing to address this situation again soon so I will try it that way.
we are both technically "in training" for the next few months and I want to make sure I do this right.
I am so glad to have manager tools as a stepping stone to get better results! and relationships!
Since this is my first shot at managing, and my biggest weakness is relationships (super competitive, analytical, "naturally talented") I have to give pause and evaluate Everything I am planning on doing and saying, and my place in the big corporate world.
I am 6 years younger (28) than the next person in leadership and around half the age of most of the management team. Such an exciting Journey I am on!!