Started with new company. Inherited two direct reports. One is fine, lovely to work with, eager to learn and willing to put in the work. The other is what I'll call a "free range" staff member. They've never had a concrete role, but floated from task to task as needed. Chain of command over this person has been "loose" at best. This person is smart, and has great ideas, but is extremely outspoken, stubborn and resistant to change ... how best to manage expectations?

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Ive been in their position as free range. For me, the resistance to change or stubbornness was less about you but having the tenure with the company realizing how things are run. They’ve figured out with whats worked w trial and error, and their resistance to new ideas could be a result of that.

Also for me to gain your trust as an effective manager, I would need to see and know I can reply on you for guidance. It’s balancing giving them the autonomy to deliver as they did, and asserting yourself as their manager of your expectations/ways of working (eg they needed to loop you in so you can back them up).

Id also seek out colleagues your DR is working with to understand what they’re doing right, opportunities, etc. This can lend itself to an open conversation btw you two, hearing their feedback, and agreeing a new way of working together. Best of luck!

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MT1 - great insights.

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How long have you been working with this person to make that assessment?

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As a leader stepping into a new role, it is important to assess how the person in question embodies the qualities you have mentioned. If the chain of command has been lax, it is intriguing to see how this individual has managed to adapt and support various tasks.

They seem to possess a self-assured nature and do not seek validation from others. Have you had a conversation with your predecessor regarding this person? It would be interesting to hear their thoughts. Perhaps the loose chain of command has influenced this person's approach. Clearly, your superiors recognize the value this individual brings as a versatile team member. It is crucial to find a more effective way to communicate with them.

What does the other report think of this person?

Maybe the issue lies less in their stubbornness or resistance to change, and more in your leadership style when interacting with them. Considering you only have two reports, why disrupt the positive work environment by making unnecessary changes?

Furthermore, let's avoid being dismissive when referring to their title. Calling them a "floater" undermines their role and contributions. I am confident that your HR department did not hire this person merely as a "floater". It is important for us to assess ourselves when entering a new role with reports. They have been managing their responsibilities prior to your arrival, and it is unfair to automatically flip things around. Let's strive to create a supportive and inclusive environment, rather than fostering toxicity.

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If you have a luxury of assigning them to-dos and shaping the department then ask that person what they want to do and what their ideas are. Set expectations that you might not be able to act on it, but you want to learn what they have in mind so possibly you can take that into consideration and make it happen.

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