I’m working on a project divided in 2 sub groups. For some reasons, the project sponsors have decided to give the lead of my sub group to a guy that has been basically a fraud: he doesn’t do anything, hasn’t produced any useful outcome, but he micromanages me and the other girl who was in the group but resigned few weeks ago. There’s also another woman in the group but she’s his director so he doesn’t act like this with her. Some examples in the comment section

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Find ways to let him fail w/o tanking the whole project, so he can be revealed as a fraud. Keep everything in writing, and make sure the team is cc’d on everything - even if he calls you directly, send an email saying “to recap for the team, ensuring cohesion/visibility, these are the next steps we discussed or the status updates we discussed.” Try to divide and conquer on deliverables so there’s a clear path for accountability, since you’re a level above jim push back and say “i will do this while you handle that.” Try and beat him to the punch in micromanaging and over communicating, send a message in group teams “hey all, im running 5 min late bc im coming off X call or working on X deliverable.” Create a group roles & responsibilities chart, framed as a helpful tool so that everyone knows what everyone is working on + its status. Try not to let him bait you into speaking for him on calls when he isn’t prepared, “i’d love for you to run the team throughout this topic/think it makes the most sense for you to discuss this since you’ve been closest to it.” Take advantage of the fact you’re working on something with his director closely and really develop that relationship, show your value, go above and beyond.

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Of course! And I get not wanting to step on his toes, potentially creating extra friction, but there are definitely some work arounds. Make him think it’s his idea “hey, i was thinking XYZ would be helpful - what do you think? How would this be helpful for you?” Ask him What and how questions, cater to his ego to get what you want.

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Totally agree with VP.

Have you tried talking with your boss about this scenario? Explain what you are experiencing, how you have tried to mitigate it and what has happened as a result? See if your supervisor has any other ideas.

I’m assuming that your company overall is very collaborative and your boss has your back.

One of the things I implemented on my teams is a excel list of activities that they can update so we can knock things off the list and everyone knows where to go to see where we stand. It’s cut down on those random calls.

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- he’s based in Canada, I’m in Europe. He scheduled our weekly meeting at 9pm for me. I told him, accepted to move it at 6pm
- he keeps reaching out on team privately, not in the group chat, especially when I’m late, harassing me to know when I’ll be in the meeting while I’m still in another call because he never works on anything so he’s nervous to speak in front of the group
- one day he pretended 5 min before a presentation in front of the leaders that his voice broke and let me present the whole thing, and surprisingly had find his voice back when I stoped talking
- I’ve been assigned a specific deliverable to work on with his director, not with him. He reached out today asking why I wasn’t in the call (the director was on pto), that WE have deliverables and that I have to check my calendar to be in the meeting on time. I responded that I was working on it and that he was not initially involved, so I didn’t understand why he wanted an update (we usually have a global meeting on Thursday where we give our updates to the leaders)

Another precision: this guy is a level under me.

I’m trying to stay calm and polite but I really want to tell him to mind his business and that his behavior has to stop.

Any recommendation to face this situation?

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