OK, similar problem to one listed by drhowell1. I am a young, new manager managing a number of employees that are my seniors, and were also my peers prior to my promotion. One of these employees is resistant to change (there has been no manager for several months). I am in the process of implementing 1:1's, and I have started a bi-weekly Sales Meeting; he doesn't like either one of these changes and has been throwing the term "micromangaged" around the office to other co-workers. No problem, I can get past this one instance with time.
However, the problem continues... this week, he has been sending me emails about perceived "errors" on my part, and copying my boss on the emails. (I'm not concerned about his perceived errors-- they're unfounded.) I responded back to his emails correcting his misunderstanding, copying my boss on the reply. In addition, I had also asked this employee to identify a time to meet to discuss a project we are working on, and I proposed a time for the meeting. He declined the time, even though we had it tentatively planned for a week, and said that he would just have to get with me later. I instructed him to be more specific and to identify I time that would work within the next two days for our meeting.
A lot of specifics I know...here's my question...this employee obviously has a deeper issue than the "errors" he is construing and the calendar conflicts. Do I give him feedback on his behaviours? If so, what behaviours would you frame your feedback around?