Submitted by theho on
in
Forums
Hi all,
I'd appreciate your thoughts on the following matter:
I am relatively new to the organsisation and the role. I have team member in my organisation who is about 50, and has previously held a significant management role in the organisation.
Following a reorganisation about 18 months ago, she has lost her management position and now reports to me. She is now a team lead, but does not have disciplinary responsibilites any more. Status plays an important role here, and she has lost a lot of status with this change (amongst other things an admin)
My relationship with her is OK (I do regular OoOs), but she tends to behave bossy and inappropriate towards her peers and and other colleagues. Since she behaves fine in my presence, I have rarely opportunities to give her feedback.
My initial reaction was to give her time to get used to the new situation, and discuss it from time to time.
Following a recent incident, I am wondering what else I can do to help her, and to ensure that her behaviour returns to professional towards her colleagues.
Thanks, T
I remember seeing a post
I remember seeing a post similar to yours in that the supervisor had not actually seen the behavior in question. Someone else here suggested saying, "I heard" and still giving feedback on it.
I hope someone else here remembers this better than me and give you proper direction here.
Could be an opportunity for feedback
This could be an opportunity for feedback, but you need to either witness the behavior yourself or get someone else to describe what behaviors she is exhibiting. Telling her she is being "bossy" probably isn't going to help. There is guidance in the podcasts about giving feedback based on second-hand info.
-JIB
Here's that podcast on
Here's that podcast on feedback about your directs:
http://www.manager-tools.com/2006/05/receiving-feedback-about-your-directs, though it is more about receiving the feedback from others
I think this is the
I think this is the podcast you are looking for: Third Party Negative Feedback
http://www.manager-tools.com/2010/07/third-party-negative-feedback-how-to-decide
Manager Tools recommends waiting a number of weeks after starting one-on-ones before giving positive feedback, and then a number of weeks after that before giving negative feedback. I certainly wouldn't wait any longer than that before giving feedback on this issue.
The standard...
... Forgiving feedback is NOT Whether you s it or heard it yourself. The standard is whether you believe what you have been made aware of. (the beauty of this is that if you yourself see something, you'll likely believe it).
And, if you believe something happened, you deliver it as if it did happen, without saying "I heard" or " someone told me" or " I have reason to believe". All those do is make it obvious that someone else is involved in this...But frankly, once you believe something, no one else IS involved.
So, per rich's guidance, after you've built the relationship and given plenty of positive feedback, then you can listen to those whom you respect and if you believe what you're being told, deliver as if you saw it yourself.
Mark
I think the key thing here is...
...do you believe what you're being told?
If you do then give feedback. If you don't then you have a different problem.
Stephen
--
Skype: stephenbooth_uk | DiSC: 6137
"Start with the customer and work backwards, not with the tools and work forwards" - James Womack