Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Have you brought this up with your boss yet?

I have not. She’s new so not sure how to best approach, especially because she’s not my direct report.

I think you should bring it up because she isn't your direct report, she's your boss's direct report and eventually it's going to look bad for your boss if she can't/won't manage her direct report. Don't frame it like that though.

Might be best to approach your boss from a "teamwork" perspective. Present the facts without editorializing and ask how you can get the nepo baby up to speed. This loops your boss into the situation and you won't come off as complaining.

+1

Don't rely on her for anything, expect her to bug out on everything and just wait it out. Eventually she will move on or you will.

Anonymous wrote:

Anonymous wrote:Have you brought this up with your boss yet?

I have not. She’s new so not sure how to best approach, especially because she’s not my direct report.

I think you should bring it up because she isn't your direct report, she's your boss's direct report and eventually it's going to look bad for your boss if she can't/won't manage her direct report. Don't frame it like that though.

Might be best to approach your boss from a "teamwork" perspective. Present the facts without editorializing and ask how you can get the nepo baby up to speed. This loops your boss into the situation and you won't come off as complaining.

Promote her.

Anonymous wrote:Have you brought this up with your boss yet?

I have not. She’s new so not sure how to best approach, especially because she’s not my direct report.

Have you brought this up with your boss yet?

I am effectively managing someone (technically my boss’ direct report) who’s three weeks into the role. Since starting she has: (a) asked to be removed from a meeting agenda mid-meeting because she’s “traveling,” (b) cancelled a site visit we were supposed to take two days prior to the planned visit, (c) told someone she could no longer run a meeting fifteen minutes before the meeting (after she’d agreed to), and (d) informed me she could no longer take notes on a meeting she’d previously agreed to take notes on.

She’s very young and I don’t want to presume the worst, but her dad is close chums with the board chair. The opportunity is pretty prestigious - we’re in the C-suite - but she doesn’t seem to be taking it seriously. I can’t help but think that since she knows her position is secure due to the above association, she will continue to not do a great job - unfortunately, I am relying on her for some things. How to manage?