Related Posts
Hello, can someone with amazon provide guidance on how to properly follow up after submitting my application for a non-tech role. I submitted 5 apps so far and will appreciate any guidance or referrals if possible. Positions are related to fraud, investigations, anti-money laundering. Also, if you are a recruiter for related positions, please get in touch with me. JPMorgan Chase Amazon Stripe Chime Google Microsoft Discord Netflix Facebook (Meta)
Pro
More Posts
😂😂 me working from home today
Conversation Starter
Big 4 vs International Law firms - discuss….
New to Fishbowl?
Download the Fishbowl app to
unlock all discussions on Fishbowl.
unlock all discussions on Fishbowl.
I would ask for clarification from upper management if they were promoted, and let them know that person is overstepping if they were not.
Talk to your department manager or HR if you have one. Keep it professional and honest. Feelings can be misunderstood. She/he might not be intentionally trying to make you seem less capable so if that’s a feeling you have that’s leading to an assumption you could come off the wrong way. When you approach it make sure that you’re not making your feelings into facts which they are not. Just talk about how her/his actions make you feel and give specific examples so that there can be an opportunity to correct the behavior. It is possible that the person that left didn’t address the behavior on means to help correct and train but rather avoided it by not promoting the person etc. the moment I read that sentence it makes me think there’s a toxic environment in that team but that’s just me making an educated assumption not a fact. Maybe there has been measures take to correct the behavior and train/mentor the person. He attempt to take the lead might be her way of showing that she can/has leadership skills that she felt compressed by from the Director that left. Either way there it needs to be clearly communicated to you what the process is and if she should be reviewing and micromanaging you etc. Communication style can be fixed. We can all benefit from good training in that area.
What is her level in comparison to you?
Same level.
Document document document. Then bring these specific examples with you to your manager and ask that perhaps there be some alignment and clarity on roles and responsibilities. And then, on a personal note, let your manager know that her approach and style seems very authoritative, although that seems misplaced given your relationship, but you’re concerned with the impact this has on how your stakeholders, coworkers and others perceive your abilities and your role. Do whatever you can to avoid a he said-she said situation with actual evidence, and then focus on the impact it’s having on you.
I think that it would be great to not to let her actions stemming from her lack of confidence and control deter you. The position is already filled. The amazing director already informed leadership that your co-worker is not the right fit and they listed to her.
Don’t let people get into your head, of course you are capable. If you allow other people’s actions define your reactions and actions, it’s too stressful. Do your brilliant work. Communicate with who you directly report into and play the long game. If she’s a coworker, then there is a division of duties. Do what you have to do, collaborate, be a team player, do your tasks that u need to do and be confident in your abilities. In general as it seems fit for each situation or interaction with her, you can follow up with professional email documentation and copy ur manager on what was discussed.
Thanks everyone. I had conversations with both of them. With my co-worker to clarify roles and reinforce gentle boundaries around workflow processes (aka, plz don't micromanaging me) and shared my concerns with my new leader, giving my co-worker the benefit of the doubt. Fingers crossed for a peaceful resolution.
Coach
I say first.... A #1 talk to them directly and let them know you don't appreciate the approach and try to rectify 1:1. If they don't respond or will not collaborate... then elscalate, but ya... obviously they were singled out to NOT be promoted for a reason. Unfortunate that you have to work with someone like this.