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Explain that while her boss is out, you and the other manager are responsible for her. As such, you will be working with her as if she is part of the team. You will give feedback to her boss when her boss gets back. You love that she is independent and contributing to the thought process by pushing back but the feedback you are giving her at the end is to incorporate. Document your feedback and expectations in an email (per our discussion, please incorporate abc by y time). If she fails escalate.
I always tell my teams, push back if you disagree. But I do have the power of veto at the end, since I am responsible for the final deliverable.
She is not a team player, she clearly does not incorporate feedback either because she is arrogant and thinks she knows better or because she does not understand that there is a hierarchy in a team. The sooner you get her to work as part of a team the better for her career.
Good luck.
And no, it is not you. There are many people out there that don’t know how to work in a corporate environment.
We had one of these, fresh off the new hire analyst boat. She used to study GMAT at her desk at the client site, books and all. Instead of helping and chipping in when the team was doing 16-20 hour 6 days a week, she promptly worked a chill 4-day 9am-5pm and was offline the rest of the night. When we tried to talk to her, she'd lash out saying this isn't her job. Instead of learning her lesson she sucked up to the SM and he gave her a 1 rating. She was later for choosen for MBA sponsorship through the firm as well as fast tracked from Analyst to Consultant to Senior Consultant.
Hard work doesn’t pay, but sucking (up) does.
How can a rating of 1 get you fast tracked?! This is ludicrous
Omg. I’ve had this issue before but these individuals really didn’t have any potential like the girl you mention. Have you straight up told her, “when I tell you to do something it is not a suggestion. You must do it. If it is optional I will inform you.” I get it’s a bit harsh but if she doesn’t listen after that, I can’t see her lasting too long.
My take on her is that her expectations have been set previously before she started that job or just after that. Sometimes people who go on leave feel insecure their position won’t be there when they return so they poison the well—that’s something to check for too. Understand how she got the impression she got and reset how consulting works.
I came from industry from a relatively flat organization, so I had one person I’d tell all my updates to if at all. Getting into consulting and adjusting to a hierarchy was a huge cultural shock, and I couldn’t even recognize it my first semester or two until someone said it.
I’d say understand what her expectations are and where they came from and then reorient her to her surroundings and how things go. I think it might take more than one person, so she doesn’t think the problem is just you—that would backfire.
OP, time to escalate. She can fix her behavior or she will be fired. Your leadership can fix this in 30 minutes. Get your notes and communications in order and ask for help.
Yes. She is assigned one of your work streams. She isn't producing. Escalation is the answer. If you want to save her, then be direct first. Then go to your leader alone and explain the situation.
will add, i probably was this girl in the past. have you clearly explained why your suggestions are necessary as well (and are they actually necessary)? i tended to respond best to logic, even if that logic was, "look i know and you know this step is illogical but it's just too much of pain to change it at this point and it works".
Ugh... I remember when I knew everything.
What level are you? May just need somebody more senior to levelset expectations.
I am but a lowly manager, good sir/ma’am
Both of you managers need to sit her down and explain to her exactly what you posted here - that as managers, you expect the analyst to carry out directions as set out by you else if things continue like this, you may have to escalate the matter to more senior management and may include honest feedback to her direct manager, upon her return from leave, that may not be very flattering for the analyst.
She needs a new direct manager while her boss is out. Doesn’t have to be you, but could be. Tell your boss that consultant is good, but current situation creates execution risk re: lack of coordination.
Doesn’t seem like a big deal. Not surprising that you’re getting pushback given lack of role clarity...
Contributing to the work stream I manage and the work stream one of my peers manages, however, she’s decided that she doesn’t need to follow the direction we’ve given her, and has a tendency to just “do things her way” without telling either of us or checking in with anyone on the team. I would rather her not walk into the brutal situation of her boss coming back and asking us about her progress and both of us basically throwing her under the bus, but she hasn’t responded to either of our feedback and I’m at a loss. Is this a generational misunderstanding? Maybe. Do I need to work on my managerial skills? Definitely. But does anyone have any suggestions on how to delicately but firmly convey that this really isn’t the right move? She’s less than a year out of college and takes our feedback as “suggestions she will incorporate if relevant.” HELP.
I work with someone like this. He needed a serious reality check. I think with little work experience, their assumption is “only my boss can tell me what to do, no else matters” ... very flawed thinking. Maybe you can pair her with a mentor ... someone also relatively early career but that is a high performed and good with managing relationships? They can give her some background on how performance ratings are conducted and the impact of stakeholder feedback
You need her direct manager to send her an email saying “do what OP says”. She probably doesn’t think of you as her leader for whatever reason. If it is messing up deliverables then email her direct manager and just say look I’m sorry to bother you while you’re out but ...
If you can’t go to her direct manager then speak to their manager. Either way if things are getting messed up then you should raise it to someone who can directly influence the situation.
Are you fully describing why it’s important she contributes to your work stream? If yes, bring in your leadership.
Doing my best, BAH 1. Still super appreciative to crowd source how to be better. Thanks for taking the time.
I've seen a similar situation, but the twist was that unbeknownst to the other managers, the analyst was getting instructions from the otherwise absent MD.
In short, you need to escalate to confirm roles, responsibility and org chart. Everyone needs to hear the same thing from the MD/Partner at the same time about who should be reporting to who, and who is writing whose review. This should handle the issue quickly.
My gosh! Snowflakes, roll her off and get someone who would do the work. I don’t think folks realize how lucky they are to be on a project right now, things are going to slow down in summer and if you are not on a project, you maybe on the chopping block.
Btw, that post reminded me of this video 😂
https://m.youtube.com/watch?v=0h8UR60dk4c
it’s interesting to see how different team dynamics can be... I’m an analyst/new hire and was constantly asking my SM for feedback/advice but he rarely gave it to me. He basically just said go with your gut/intuition when dealing with clients. I felt I had a ton of responsibility too early. When your analyst moves on to a different project, hopefully she understands how much you tried/cared!
highly highly recommend the book "Mindset" by Carol Dweck, both for you in understanding how to recognize and coach individuals with a fixed mindset, and for her if she indeed has a fixed mindset instead of a growth mindset. great read.