In my team of 10, I have 1 individual that my boss has heard some behavioral issues about that I haven’t noticed yet (new team of only 4 months). She wants me to hold her accountable, but I’m struggling on how to approach the conversation based on hearsay. How do you handle feedback with one on your team I. Which you have not o served it?

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There was a typo in my original message. The question was, “How do you handle feedback you received on one of your direct reports that you have not personally observed?” Hope that helps clear up what I was trying to ask. 😊


Thanks! Without more information, I stand by my reply. I would find it hard to accurately address behavioral issues that you haven’t seen or experienced. Coming into a new team, I’d recommend attempting to get a good bead on all team members through the client and or other team members. Discover strengths and weaknesses of everyone.


Solicit feedback from their peers. Then tell your direct that it has come to your attention that there is a behavioral issue and that you’ve solicited feedback to ascertain severity. Find out the root cause and propose a COA…perhaps propose they meet with your EAP or other resources available to them.


Thank you, I appreciate this response.

Pls fix.

Seriously, you can’t address issues with a team member and develop a COA to “fix” them without knowing what they are. Also, behavioral issues? Depending on what they are. You open yourself up to some liability if you have to go down the path of termination. Way too many variables at play for anyone to really give you advice on how to address your team member. Especially if you aren’t in a supervisory role.


Thanks for your feedback!

Maybe I missed this point in the thread, but have you attempted to get to know the individual. I mean just simply speaking to them and getting a sense of who they are.

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