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That sounds like a fun situation. Also sounds like a management challenge that's your job to figure out. Since you probably just can't "get her fired" immediately, you're going to have to try to fix the situation.
If she's reports directly to you (meaning you write her review), she needs to be made aware of that fact. You should talk privately with her and set your expectations for conduct, and address any specific issues.
"I value respect in how our team speaks to each other and others in our organization. We need to review your work together before we share it up, and I expect you to accept and attend meetings that I put on your calendar. If you have a reason that a meeting time will cause difficulty, you need to accept the meeting and communicate the conflict to me immediately-if I can, I will update the meeting time. Simply declining meetings that I set-up with no communication is both unprofessional and unacceptable.
The factors that I will be looking at when writing your review are X."
And I would actually start any conversation by asking her what she sees working well on the team, and what she would like to see improve-listening can pay huge dividends.
Since it looks like you've got an issue here that might not go away, I'd start a running document that captures everything (including a synopsis of conversations) if you need it later.
Don't take it to your supervisor until you've given your honest best efforts to improve the situation.
Holy shit..."feel free to tell senior management"? Wow. Start documenting everything. Are you actually her direct supervisor?
Use this as an exercise... I'm assuming you're her manager. Talk to her. Try to understand and be open to feedback. Maybe she's not clear on what your expectations are. Engage. Be her leader, not her boss.
And never forget... In business—as in life—you cross paths with the same people on your way up and on your way down.
Ah. So you're in a pickle then. Without dragging her through the mud just yet, I would try to get some clarification from your supervisor as to the expected nature of your supervisory responsibilities & authorities concerning your team, even if temporary. From what you've described, it sounds like she is under the impression that this is a temporary situation, and you're both actually peers. She could be getting that impression from those conversations she's having without you. It's important to get your supervisor's expectations clarified, preferably in writing, before having a come-to-Jesus with her.
Sounds like one of you is operating under an incorrect assumption...important for you to determine which.
And document everything. In one way or another, it's probably going to come to a head.
Sorry to keep going on this, but this is kind of a common challenge at the senior level. Your opinion matters, you're often leading on projects, but the actual authority still rests with someone higher, unless they specifically delegate that authority to you ("her instructions are my instructions" kind of thing).
In my case it's a Creative Director. I can provide advice, mentorship and direction that a junior team
member would be wise to strongly consider, but I can't actually make them do anything unless I'm relaying direction from the CD.
If your supervisor(s) are delegating that supervisory authority to you, that needs to be crystal clear to all involved.
If she's a superstar and used to answering to people more senior than you, it can be a challenge for her to accept you as an authority figure. Esp if she was gunning for your position.
Don't think her not accepting a few meetings and showing her work to more senior people warrants a firing though.
I think there are two ways. If she has a pulse, just young and a bit arrogant (we've all been there), maybe it's worthwhile to try to sit down, have a conversation where you express genuine empathy for her. Ask how she is. Tell her what work you want to do, and ask her how she'd like to work with you. Earn her respect.
If she is an evil reptile, then start collecting your receipts and may the most valuable member win.
Have you spoke to her first to try to solve the problem?
Absolutely not O.K. Regardless of how long she's been on the team, you were brought on and placed in your current position of responsibility for a reason. The way you're describing her words and actions are not normal, rational or acceptable for subordinate to supervisor interactions. Which raises the question as to whether she considers herself to be your subordinate-it sounds like she doesn't. If that's true, the next question is why? Is she or is she not your subordinate? Is she misunderstanding the relationship, or are you?
I would clarify the nature of your supervisory role with your supervisor. Then, if it's confirmed that she is in fact your subordinate, consider asking your supervisor (who clearly knows her) if there might be a reason that she would think otherwise. Don't ask them to fix it-just clarify roles.
I've seen this before, where one person thought they were in a peer relationship, and the other thought otherwise. In the end, it took both of them pinning down their supervisor (who was sending mixed signals) to make it clear.
Yeah - got a very rude response and she said feel free to tell senior management if I find it’s difficult to work with her...
Ugh. I feel for you...sounds kind of awful.
Sounds like she knows something you don’t. Like that your bosses think she’s a good employee and maybe she knows they feel differently about you. She seems really confident about the ground she stands on.
CW2's got a point-until you get clarity from your supervisor, you might work off the assumption that she already had a "Who do I work for?" conversation with your supervisor, and was told something other than you.
Something that she knows is that she has been on the business for a long time and I’m new to the team. But does that make it ok to have such bad attitude and behaviors?
Thank you for the great advice! Because we are in the middle of re-org, my role (as her manager) was originally temporary but now it‘s been extended, and no one knows how long it would be until the re-org is finalized. The senior support we get now is lean, that’s why she dares to say “feel free to tell senior management...” #howfun ;)
Sounds like she knows something you don’t. Like that your bosses think she’s a good employee and maybe she knows they feel differently about you. She seems really confident about the ground she stands on.
Also don't overestimate your position just cos you're more senior. If she's already proven herself, people will believe her more than you. I've seen plenty of idiot GADs get fired while their ADs (who reacted similarly to your junior during the new GAD's tenure) stays and thrives.
Titles mean shit. Work does. Be so good no one can say anything, and even she will have to either respect you or leave.