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This behavior is unacceptable and you need to put an end to it immediately.
What does your manager think of it? I would try to get some actionable feedback from your manager and work on it. I agree about not confronting your direct reports. They may feel even more intimidated and uncomfortable sharing their thoughts with you. It takes time to gain trust and respect from your team.
My manager did not grant their request to switch to a different manager. For my manager, it's normal to have boss-direct reports issue from time to time. They were also advised to talk to me or have lunch with me. At that time when they invited me for lunch, I was not aware about what they said so I was casual to them and they did not raise to me the issues they said to our boss. I understand it takes time to build trust and respect so I was giving us at least 3-6 months. I also have the other team members who are team leads. I prioritized them during my first few months since they have been more impacted by recent company incidents.
Just my first thought after reading your post.. you’re hesitant to ask them about the issue, when the issue is them not feeling like they can’t communicate with you? I think you should address it immediately and lay it all out on the table now. Before things end up way worse. And they will. If they can’t talk to you, and you can’t talk to them, that’s not much of a team.
But I think it's better if they dont know that I am aware of what they said. Honestly, it's hard to work with them now. What do you think are the best next steps for us?
get them off your team as soon as is realistically possible
Is there an intimidation factor at play or perhaps jealousy? It sounds like there is some root cause that is leading them not to trust you or feel like they need to put a guard up and get ahead of it with your boss. It’s also toxic if it persists and creates an imbalance in reporting structure. Outside of a fear based complaint or true hr issue, your boss should have told them to bring this directly to you and express what they needed differently or what’s rubbing them. You’re really pinned on your heels w second hand feedback that’s directly related to you.
If there was a specific issue raised, then do deal with that.
If it's a more general "communications" issue, think about adding team communications to a near-term team meeting. I would go so far as to say "I've recently had feedback that communications on the team could be improved. Let's talk about where you see opportunities to fix things." Then ask them to define any problems and what they think should be done.
Make sure to identify where you can make changes, where you can't and where they may need to take action
For example
I can let you know my goals for the team
I can't give you information that is confidential
You can help out by raising your questions at times when I can consider them thoughtfully and not when I am in a rush.
Act on the feedback
But dont let direct report know that you know.
You retain you power when direct report doesnt know that you know
You get to see them for who they truly are
Is the group that they want to go to led by a man or woman? Has this person tried to get away with doing substandard work, and you asked them to redo it?