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It is hard to shift to Director and true leadership. Making everyone happy is a management strategy that helps to a point but is passive.
Establishing a vision and outcome goals for your team as a whole and clear roles/goals for each member is leadership and if done well will make you all feel invested, safe, know what you are working towards and give shared purpose.
For the lone wolf on your team, they might see you as a micro manager and maybe stupid (remember you’re not stupid!) because of your knowledge gaps. I would recognize their expertise and create a dialogue with them based on accountability to outcomes and team roles vs their day to day work. Another approach is to flip the script and ask them to educate you and even the team on some of your knowledge gaps. Figure out what motivates them. Take advantage of their expertise and confidence.
I would also establish a culture of team sharing and collaboration. You may find they don’t like managing up to you but will work with others.
You were promoted for a reason so remember that if that feels uncomfortable. Also you have to manage up to your senior leadership so share your vision, goals and team roles so they buy in to your approaches and can back you up.
This is such lovely, thoughtful advice.
I agree with the above and also, it’s not about ensuring they are happy, but ensuring they are successful, in terms of team output and individual growth.
This is a dangerous person to you. Be very careful. May be better to ignore him and let him fall on his face.
Please don’t be suspicious of people when maybe you just don’t understand them.Give people a chance. Not everyone is hiding something. Maybe they’re just shy.
Take a step back and consider why they are behaving differently to everyone else. Perhaps they’re neurodiverse and just feel completely uncomfortable about opening up. Can you create a more social space for sharing and get to know them? Perhaps a weekly Friday or Monday morning zoom where one team member presents something to the group that they’re working on, or even a side project they’re really proud of? I hate this expression but maybe this is really one of those “meet them where they are” situations.
Do you set or have departmental or team goals? Can you work to establish them and push them up to your team including this person and set. KPIs or specific targets by person.
~ another thought on framing your role ~
Can you frame your role like a restaurant owner/manager (sorry I’m sure there’s a better analogy that’s just what came to mind ) who’s role is to hire and manage cooks, cleaners, waiters, interior design, public relations etc. You don’t personally do all those things. But you ensure they all come together successfully.
Or like an orchestra conductor….
Or a football/baseball coach or manager or commissioner….
I would think this would be in the job description, to inform and report work to the senior leader. If you can reframe back to something known, written down and agreed upon like this you can feel more confident going forward. If those expectations haven’t been set adequately, that’s step one.
That's really helpful, thank you!