{ "media_type": "text", "post_content": "When you’re on point to lead a call, and your manager is on the call, is it normal for them to constantly “add points”/interrupt you every minute? I’ve had a couple managers and noticed that every one of them that did this, didn’t add any value beyond what I was saying most of the time. On the contrary, when I had SMs or MDs on the call, they never interrupted.", "post_id": "5f1ecdbf71cc4b0024de6325", "reply_count": 22, "vote_count": 9, "bowl_id": "552d1d24dc1c586b09d2d051", "bowl_name": "Consulting" }

When you’re on point to lead a call, and your manager is on the call, is it normal for them to constantly “add points”/interrupt you every minute? I’ve had a couple managers and noticed that every one of them that did this, didn’t add any value beyond what I was saying most of the time. On the contrary, when I had SMs or MDs on the call, they never interrupted.

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If every single one of your managers does this- you aren’t conveying the right information effectively. It’s as simple as that. You can blame micro managers, or you can work on your presenting skills.

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OP, it’s literally the worst and then they give you feedback after the call. I push back because it’s annoying being told something that you already know/were going to do. I have a good pulse on my team/engagement and find that unnecessary feedback from managers that just hop on calls whenever they feel like urks me so much and find myself wanting to quit

As for why SMs / MDs don’t interrupt on calls — would guess it’s because they are multi-tasking.

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Maybe align with your manager on talking pts before the call? General rule of thumb is that you can interrupt lower ranking members, but not higher ranking ones

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Probably shouldn’t interrupt anyone. I think there’s a distinct difference between 1) interrupting because you’re stating something incorrect or on a way that may cause issues; or 2) the manager is trying to show their value. It’s important to have a solid understanding of which situation you have here.

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They should chime in but not the take over the call. Just tell them they’re doing that and I’m sure they’ll adjust.

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I default to letting junior team members lead calls / lead work streams / and take on more responsibility because they’re typically very capable of it and interested in doing so. I do kick off calls and chime in throughout in situations where key points were missed that I knew were critical to the conversation. That happened to me as well as a junior consultant but I typically agreed with the points that the SM / P added. I do think some leaders chime in too much to seem “relevant” or to build credibility/relationships with the audience on the call instead of adding something that was missed so I would also look back at who you were presenting to and your managers intentions on the call. If the leader trusts you and you cover the points well, they should be comfortable letting you lead the meeting without too much interruption. My favorite teams have been ones where the leader trusts the consultant to lead the call and if the leader adds something important, the consultant will be understand it was a good point to be added, because the leader often exhibits good judgement and respect. This type of team has a true team approach to a call instead of an “I” as the consultant or leader

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I agree with you completely on this SM2

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I’ve had 3 supervisors before. The first guy was an idiot and ended up getting counseled out (he always interrupted). The next guy was super chill and he always let me run with the calls (I got promoted during the cycle he was my manager), and my current manager is so focused on every little detail, often times ones that don’t matter that he’s constantly interrupting. I’ve noticed it’s usually the insecure ones or people with big egos that feel the need to do this. As someone more junior, if I was a manager I would rarely interrupt because it shows that you successfully developed the people under you. If you’re constantly interrupting on calls they’re supposed to lead, you’re probably not a good people person/good at developing people.

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K1 explains why the Ms are likely interrupting you EYP1 explains why the SM/MDs are not. Together, it makes the most sense.

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I do think this is common, and unfortunate as often it forfeits your development opportunity to really lead the call. I would still recommend having a little compassion for your manager - it is hard to truly step back and let someone else drive and is something all new managers have to grapple with (and some experienced ones too). You could maybe ask them what they would need to feel comfortable letting you take lead, or mention that you consider it a development goal for yourself to own client meetings and ask what it took for them to feel comfortable leading solo. Then they can put themselves in your shoes more. I hope this improves; I find it frustrating also!

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I left a team like that last month after being “pigbacked” unnecessarily often. So much better for my mental health. Consider it if your manager won’t improve.

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As a manager, I struggle with this and am actively working on not interrupting. I’ve talked w my Reports about it, asked for their help and some of them have found a way to “check in” at a good pause. “Name, did I miss anything on this?”

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Def start running main points by your manager in advance, I've caught myself interrupting bc it didn't sound like my analyst / consultant was going to hit a major point, turns out they just structured their flow differently (eg covering cross-workstream items at the end instead of beginning). Once you've demonstrated that you usually know what the key points are, your manager should stop interrupting. If not, they just suck 🤷‍♀️

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Right now my clients are both very very high ranking and it’s tough having team members present. Suggest running through with your mgr ahead of time, or sending a note with the key points you want to drive home.

My manager takes over my calls every time, and the feedback I’m given is always very positive. Makes me upset

MDs don’t interrupt because they are too far removed from day to day work to know whether you are conveying the right info or not. If every single one your managers does this, try prepping with them before. Trust me I don’t like interrupting as much as you don’t like me doing it to you.

Op you might be missing it. Trust me, I have 900 other things to worry about. As soon as people on my work streams are leading a certain part of the engagement/work stream at the right level- I GLADLY pass it off to them go own. Trust me- I’ll happily skip/multitask on calls my team can rock independently. If your managers are heavily involved during times you’re presenting content- you haven’t demonstrated the ability to present effectively- or you might not have enough perspective on the account or other conversations (not your fault obviously). The easiest way to fix both those things is to send a note to your mgr ahead of time- these are the main points I plan on covering, here is the key message the client needs to hear, here are the outcomes I need to get from this meeting to progress the work. If you can’t write that note in 5-15 min, you haven’t thought through your content and storyline enough. Bottom line- it’s really easy for this to seem like it’s a “them” issue, but there are things you can do from your end to build their confidence and give your manager a chance to dialogue with you so it doesn’t have to be live in front of the client. I swear this comes from experience and not condescension.

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