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Managing a loud and obnoxious subordinate

By anyhelpwouldbegreat ·
Ever so often I struggle to manage one of my people. I've just turned 30 and this person is in their mid 40's. I've been her manager for just under a year, and started with the company as her manager, whereas she's been here 5yrs.

This person is loud and likes to try to trip me up (loudly), when she knows the office is an open one, where the conversations can be over heard. I do have regular meetings (weekly updates) away from the environment, but she just likes to try to prove she's right about things that she so obviously isn?t, but because of the noise I back down, because I?m quite reserved, and basically not that kind of person.

People try to look like they get on with her, and there is so much bitching about anyone and everyone you wouldn?t believe.

The company has recently come to some trouble and recovered from Ch11. Her position/ team was moved elsewhere (the helpdesk) and she moved into desktop, being one of the few to stay.

I've come from an IT background, am used to managing younger peers, and am highly educated, whereas her snippets are from experience on the job, although she misses so many obvious things that are staring her in the face.

Often when I?m being nice, and mentor her it's shrugged off and feelings of 'I know that' etc. It's very hard to manage such a person.

Does anyone have any thoughts?

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Follow the HR Process

by BFilmFan In reply to Managing a loud and obnox ...

Depending on your HR process, it appears that this person can't deal with a younger supervisor, no matter what her other issues may be.

Call her in the office and officially reprimand her in writing on her behavior and place her on a performance/mentoring plan. Document everything.

Unless you put it all in writing, it is a "he said/she said" situation and the judge gets to settle those. And usually the ruling won't be in management's favor.

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Report to HR or next highest ranking person

by schighway101 In reply to Follow the HR Process

Document everything that has been said by you, and by the other person. Report to either HR or whoever you report to. Report the person. I am much older than you are and I'd be John Brown if I'd put up with that. Good luck.

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Sometimes it doesn't work if your HR is very unprofessional & bias!

by Love Challenges In reply to Report to HR or next high ...

I was in the similar situation. My staff will tell me he'll never break the rules or go against the security policy, but I caught him a few times doing just that - with solid proof! I spoke to him and each time he'll give me plenty of excuses - From "don't know" to "I think we shd make people happy!".. "Why make our life so miserable??" and it never works... At last, I seek the help of our HR Mgr - unfortunately, our HR Mgr, being very bias & personal, simply gave me 'Lip service'. On 1 hand, she advised me to give my staff verbal warning - which she'll do but on the other hand, she just keep mum. Can you imagine the shock I got from her (1 year after I spoke to her twice to issue warning letter to my staff?) - she'd never spoke to my staff! She felt that my staff was great - always attending to her requests & was very prompt! And she 'thought' I was just sharing my unhappiness with her only ... This just showed that even HR Mgr - though attended security training before, still do not understand what's security and is very naive ... ???
Therefore, bottomline, if the people around you are not supportive and are naive, forget abt it, just carry on with your Mgr role...!

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How would you react...

by Zen37 In reply to Managing a loud and obnox ...

...If she was one of your younger peers?

I would act the same way. Age is no reason to treat anyone differently. I totally agree that it does make it more difficult, but there is no reason why it should be handled differently.

Good luck

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Couldn't agree more, sort of, mostly..

by Synthetic In reply to How would you react...

Your comfort level, approach and expected response with a younger person might be a little different, and seemingly much more easily approached; however, that is still no reason to generally treat this person any different in response to the job. If you get into a habit with any employee of treating them differently based on age, race, etc than you risk alienating the other employees you mange. I am not saying that these things won't influence approach, but in the end, each employee needs to know they will be treated fairly and consistently, no matter the mitigating issue. Better in the end to have it out with this individual, than to upset the positive sounding balance with all your other charges. As bflimflam said, follow the appropriate HR path and document everything! Good Luck

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Eval Report

by amtek In reply to How would you react...

I assume that you HR has and Eval report on at least a yearly time frame. So I suggest you start documenting her job faults for the next report then
inform her of the corrective actions she must take to remain as an employee most normal people pull their head in when they are under the gun.

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I've managed older employees too, and

by mary.a.dempster@wachovia. In reply to How would you react...

would not have taken that kind of crap from any of them. Fortunately, I did not have too. If I was in your shoes, I would write up a warning, detailing everything that has happened. Call your HR person and go over it with them first to make sure everything is just right. Then sit down with her and explain the problem,and the process you are initiating with her because nothing else has worked. You are the manager and unless you come across as a leader, you will never get the respect and cooperation from this person you need to have a good department. The way I see it, she is trying to make you fail. Don't let her.

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Manage older employees

by dcollins1 In reply to I've managed older employ ...

Sometimes a leader has to show how to lead by example
I'm not about to give advice becauce I do not know you or her. But the best work place is a freindly work place. Maybe the person is scared! and is tring to show she is still useful and productive. But she doesn't have the personal or professional ability to
ask for help

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by Commonsensa In reply to Manage older employees

Amcol, said it the best that it could be said, your are the manager,"PLEASE EXCUSE THE FRENCH@&* HERE" and sometimes it sucks but there is an old small story about the boss being an asshole. and it pretty much is the truth. But he can also earn respect, noone enjoys costing someone that job atleast noone I would consider worth a crap. But you are in charge and in that position you MUST be in control if the person is a problem then correct it, and use the means provided to you to do so, use HR and managing steps to document every step but you must either get control or give it up to this person. they will either change or you must send them on thier way, if your other team members see that you gave her a chance then they will see a fair deal, you get thier respect and either a good emply from her or a team that sees you will do what is needed to get the job done. as it was said either way you win. Just remember respect is earned, newver demanded. But as a leader you MUST do what has to be done for the greater good, in this case the team and the companies goals.

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Is that the situation though?

by kevaburg In reply to Kudo's

I get the feeling that this person has earned the respect of his peers because he has been working the post for the amount of time that he has. I think this woman whovever she is is simply believing she is better than he is and that means if he changes his attitude too much and too forcefully, could lose that.

Sorry but I think the answer you have given would more than likely lead to a confrontation which wold make the prospect of a more comfortable working environment even more difficult to attain.

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