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Problematic Manager
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Problematic Manager
Discuss workforce management, performance management, retention, communication, motivation, contributing to business results and other topics.
Unfortunately, I have a challenged manager reporting to me.
My issues are long but I will be specific. This manager is dishonest (across the board), prefers to do as little as possible, and very va
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Forums » Topic Forums » General Forum » Problematic Manager
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Problematic Manager
posted at 9/8/2009 7:38 AM EDT
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Posts: 21
First: 7/10/2009 Last: 10/20/2009 |
Unfortunately, I have a challenged manager reporting to me.
My issues are long but I will be specific. This manager is dishonest (across the board), prefers to do as little as possible, and very vague with results. In previous years, I would be find a way to be rid of this person. Frankly, my fellow directors feel she will not change her ways. Since I enjoy challenges, I am trying to turn this person around. What I am finding is that I am spending more time auditing her efforts and kicking back reporting for revisions. For example, we are on the fourth revision for a specific assignment. After the third revision, I outlined in writing the unanswered questions. Now I am sitting reviewing the efforts of the fourth revision and very little improvement from the previous version. If this sounds like venting, I am ...sorry. So my question to you is....how do I best stop the games and this cyle? This is the same person that runs to HR to complain...and now has a medical issue shortening her hours. She knows how to play the system. Know that I corrected the HR conflict and very prepared to end this cycle of receiving crap in the form of completed work. Thanks! |
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Problematic Manager
posted at 9/8/2009 8:10 AM EDT
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Posts: 3870
First: 2/12/2002 Last: 11/2/2009 |
You've counseled this person verbally. I would document the date, the discussion and the results from this.
Your next step should be to put this guidance, and any other guidance, in the form of a written notice to the employee. Be concise, but explicitly and objectively state what is required. And don't forget to mention what will happen if the requirements are not met. "Disciplinary action up to and including termination of employment" is the usual attention getter. Your efforts to rehabilite this person is commendable, but at some point you have to cut the cord. If she has gone to get a reduced hours schedule because of a medical condition, you need to be particularly careful. The condition could be real, so you have to stick to clear cut business related quantified objectives to avoid any appearance of retaliation. |
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Problematic Manager
posted at 9/8/2009 8:11 AM EDT
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Posts: 1783
First: 11/11/2003 Last: 5/13/2010 |
You aren't helping the situation by giving her endless do-overs.
Sit down with her and review the expectations of her job. Point out what she is doing well (she IS doing SOMETHING well...isn't she?) and where she is falling short. Give her specifics about what she needs to do differently...and the consequences if she fails to do so. |
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Problematic Manager
posted at 9/8/2009 10:44 AM EDT
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Posts: 21
First: 7/10/2009 Last: 10/20/2009 |
I appreciate the replies....
What is she doing well?? She is doing a great job at cutting corners and not delivering results. By cutting her hours, she has little chance of correcting the issues in her department. My boss is watching this situation closely, which is fine with me. He is not a fan of this employee. She is very slick and this is clearly a game of poker. I am very direct and she is on my radar. Previously, I would cut her slack but that did not work at all. Relating to documenting, yes... this is all in emails....and I will allow my boss and HR to review my steps. However, I am seeking a viable solution here. Can I find something positive...not really...all of her completed work is half backed crap. She is performing below expectations which is what my boss told me months ago when I tried to defend her. |
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Problematic Manager
posted at 9/8/2009 10:53 AM EDT
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Posts: 3870
First: 2/12/2002 Last: 11/2/2009 |
Sounds like you've already made a decision not to keep her. You've apparently given a good faith effort to rehab her with no positive results.
Continuing her seems to be a waste of company resources. Cut her loose, but do it objectively and methodically. I am a big fan of the warning letter with clear objectives, a time frame in which to accomplish them, and a blunt statement of what the consequences of failure will be. And have her sign it. That way, there will be no question about awarding her UI benefits (which cost your company money). And you have a better defense against wrongful termination which will usually supercede any prior verbal promises to the contrary which might have been made to this employee. I would hesitate to rely solely on emails. |
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