Related Posts
Subject Expert
More Posts
Community Builder
Anyone from Leidos? Anyone? ...... *crickets*
Coach
Chief
Can anyone refer me in Accenture ?
Why is everyone leaving hsbc ?
New to Fishbowl?
Download the Fishbowl app to
unlock all discussions on Fishbowl.
unlock all discussions on Fishbowl.
Going thru this now. You have to make sure you manager helps enforce the new structure. Maybe even have transition meetings with the three of you to discuss decision making matrix, goals and alignment.
my company went through a reorg where his team was added to mine. He was used to reporting to the svp directly at the director level and now im a senior director. so he has an extra layer of management that he didnt have prior. so we had to set clear plans and expectations up front so he didnt feel like his visibility was dwindling with the svp.
I have been there. You have to know who you are working with and how they operate.
Assuming you had a great peer relationship prior to the org chart change.
Were the questions around your decision - typical questions that this person has when something new (like a new decision) happens?
If the questions are normal to this person’s persona when it comes to change, then you have to mentally prepare which decisions warrant more information and which ones this former peer has to live with. And a lot of that comes from the confidential level of the decision.
If the questions were not part of this persons normal persona, then a conversation around root cause of those questions should be on your list. It could be as simple as this person trying to understand your leadership to any number of complicated reasons. Ideally this would take place during a team building exercise and not singling out (unless it is truely necessary)
In the meantime, documentation on things like this will help if you choose to move towards termination.
I think part of the problem is that natural flow of the job requires certain things to be approved by me and the same isn’t really true in reverse. While we are a team and peers, the division of work lends that my role would have oversight over his. It didn’t start out that way because I was promoted right after he started. His was also a new role so it was being built out. Business needs required that he push the gas in his role so we both report to C-suite currently which made a lot of sense at first.
I think there is some recognition of the shifts (he has not been formally told yet) and it definitely causes some friction. I have been very careful not to show my hand either as nothing is a done deal until it’s a done deal. I am walking a very fine line being told what authority I will soon have, but knowing when to hold that back until it’s official.
He is very good at his job but he is a bit of a rule bender and he is all gas (think sales guy mentality). It’s great to have in his role but there are definitely some reigns that need to be held and pulled back on a fairly regular basis. I love and admire his passion but also get very frustrated by his constant pushing the limits.