Reply to WWYD - Possible insubordination

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[quote=Anonymous][quote=Anonymous][quote=Anonymous]Honestly, it sounds like you may be micro managing him.  Why do you  need to tell him exactly how to manage a meeting he is facilitating?  Why not trust to see that he can manage it?  Why are you making minor edits on a document that three other people are seeing?  You should either be having major input into the document at some stage, or not editing at all if it's just "minor."  He does sound like he has an attitude problem, but it also sounds like it's not clear that you are adding any value by managing him.  Which is likely why he tried to go straight to the "big boss." [/quote]

well, honestly because he gets it wrong when I don't tell him.  And I get in trouble when he gets it wrong.

My job is to oversee his work and that's what I'm doing.  I didn't even know about the document until today when all this came about.  Usually there are not minor edits - I am re-drafting significant portions of his work product.  And it's not grammar or style, it's adding entire sections that are relevant that he didn't bother to include.

[b]Regarding the agenda issue - if you knew that XYZ had to be part of all meetings and when your employee shared an agenda with you that didn't include XYZ.  What would you do?  Would you let your employee know?  That's all I did - say "hey, just make sure XYZ is included"  That's not micromanaging.  Micromanaging would have changed the order of the meeting items, told employee what should be included, etc.  I'm being sincere here when I say - what would you do differently to ensure he does it right? [/b]

[quote]but it also sounds like it's not clear that you are adding any value by managing him.  Which is likely why he tried to go straight to the "big boss[/quote]

I did smile at this comment, though, because I am sure this is exactly what he thinks.  It's not true, but it's funny how you picked up on exactly what he thinks.  He actually thinks there's no reason for even my boss to review or approve documents.  He thinks he should be able to operate in his own bubble without having to go through any approval process.

[/quote]

Regarding this - there are different communication styles that work for different people.  You may consider adjusting your speaking style to accommodate his ego.  For example, some people respond better to a Socratic style that leads them to the answer, rather than directly telling them what to do.  In this case, instead of "make sure you include XYZ on the agenda", try "Where in this agenda to you plan to have XYZ speak?  Does XYZ know this, and does anyone in the audience need to know what time that will occur?".  He'll either tell you how he's addressed this, or he'll realize that it needs to be added - but then it's HIS idea to add it (at least in his mind), so it's OK.  "Have you already met with <staff> to discuss the details of XYZ's talk?  No?  Well, do you know how long of a time slot he needs, what a/v equipment he needs?".  This gives him an opportunity to tell you what he has already done without feeling attacked, and gives you an opportunity to raise any areas that may not yet be addressed.

Same thing with reviewing a document.  Instead of re-writing to add a section for him, ask questions about the missing content.  Make him realize on his own that stuff is missing.

This won't work for everyone, and it does take more time on your part, but I have seen it work well with some very difficult employees.  The problem with your current style is that "add XYZ to the agenda" sounds like a nitpicky order that he thinks he's already met the intent of, which makes him believe all of your communication falls into that category, which will lead him to getting defensive or dismissing more important topics as well.  Good luck, however you decide to approach it![/quote]

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