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Most of what you said sucks, but talking about salaries with others does not fit in this narrative. That’s not cocky or overconfident or immature, it’s a good skill to learn how to hone as a young professional... especially if they are a woman or POC.
For everything else, immediate feedback is most effective. I start EVERY meeting with my direct reports with feedback about our recent engagements, both constructive and positive. I deliver it very matter-of-fact and tell them the behavior I’d prefer vs the behavior I demand... the former being “hey you should know that doing ABC is making people think XYZ about you. It’s your perogatove to keep it up, but know it’s a bad look for you and might hinder your growth here.” vs the latter “ABC behavior you exhibited is unacceptable and needs to stop. I need to see you do XYZ instead. Here’s why: ....”
Doing this constantly —- during your 1x1s, immediately after you’ve seen the behavior occur, etc. — normalizes the feedback process and makes it feel more natural and less awkward for both of you. But in order for them to really change and learn, you HAVE to contextualize why what they’re doing is off, and define what behavior they should exhibit instead.
Continued...
Examples include: asking how old everyone is in an all team meeting, talking and inquiring about salary with peers, making assumptions that PM are second rate AEs, boasting about taking over things in my absence, believing ADs have the last word in creative even when requests are client directed. Basically they have an overinflated sense of self and a very low awareness to situational office norms.
I’m at a loss how to approach and correct it. I want them to be able to grow and learn creatively and professionally, I also want them to know their place and rank. I also have been getting uncomfortable being around these situational issues as they happen. And people are starting to mention to me that this is happening a lot. Not sure how best to shut it down, both in real time and long term through coaching and our 1-1 meetings.
Take them aside and do some coaching. Don’t let them poison the well for others. Get them out if it persists. Some people just don’t get it and never will unless it’s in their DNA.
I've run in to this same type of situation. It seems to be a generational thing. This is a group of people who grew up hearing they were the best, received trophies for participating, helicopter parents. I would advise approach the situation as you would a 6 year old who doesn't understand that they are doing anything wrong (not saying they are a child, but are non experienced in this situation right or wrong). This same person will probably talk amongst their friends and be told they are right and you are wrong. Be prepared to have specific situations you are referring to and explain what may be better responses or statements.
Also, don't be surprised if the person goes to your supervisor or HR. There is a sensitivy to criticism that is difficult to understand and if you aren't prepared you may become defensive which plays into their narrative. Again, have specific situations, stay calm. If the person doesn't learn from you now, they will leave or get another supervisor and have the same problem. 10 years from now they may see the light.
There are tons of people out there just as talented but humble that would want to be in his/her place. Something to think about.
One of the criteria you should be judging all of your reports is organizational savvy. It should be well known that it is important from day 1, and everyone should know that come salary review time its a factor. Then teach them the skills rather than just reprimand ignorant behavior. It will benefit you as a manager and will benefit your people for their whole careers.