How to manage?

How to manage?

I was hired for the manager role. Hand picked by our prior boss. “Sally” thought it should have been them. In our first 1:1 Sally started interviewing me. Sally asked why I wanted the role, which was fair, and also my interview history which is not really relevant. Sally mentioned that she took the role because of our prior boss and let the sentence trail off. I value this person greatly and have mostly enjoyed talking with them. I have experienced and observed Sally being snarky to other colleagues, too so I don’t take it personally but I wonder what things will be like if this is the base level of snark. I really value this person, I want to help them achieve their goals and intend to be the inspiring leader that Sally wants.

Whats the best way to manage the situation?

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5 Comments

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  1. Anonymous

    Call out the snark.

    Be very up front about the type of team atmosphere you want and also set expectations of respect, support and open communication.

    Each time she slips, remind her of your goal for the team.

  2. Anonymous

    Part of being a manager is steppng up your skills in navigating people even the snnnark snaaarks (from thunder cats). Set healthy boundaries, remember you are just there to work and motivate your team. Remember you certainly don't have to hang out or be besties, so give little attention to what you don't like about the snarkster and just focus on your daily and projected goal objectives for the team.

  3. Anonymous

    How can I broach the subject? I’m struggling to find modern articles about this topic.

  4. Anonymous

    no matter what, always communicate with tact and diplomacy.
    Avoid conflicts as best you can. I read some of the other comments in the thread that seem to be confrontational….don’t do it because you never know the consequences to follow, especially if you are a person of color.

    the best way to approach the situation is to not give it energy.
    As a manager there will be several types of personalities you have to manage and work with so work on your inner self to learn to navigate people and train your mind to not take offense to people being them selves. At the same time set healthy boundaries, if sally is disruptive by asking you unnecesssry questions while you are preparing for another meeting, you can redirect her question by asking if she completed her sssignments or need help with anything, you can always redirect a comveration to steer it back towards her job duties…and you can as the manager, see the situation for what it is, she could be jealous. Maybe she applied for the job and didn’t get it. So see the negativity for what it is. But make the conscientious effort to not absorb Yes I know it’s easier said than done. But you can do it.

    if you are an avid reader focus on leadership books.
    You can google Forbes top leadership books google navigating difficult people in work place. A very popular book that several leaders have as required reading is a book called emotional intelligence. Watch YouTube videos on conflict management

    also most organizations have mandatory in-house leadership courses. Find out if your company has courses similar to the ones mentioned and sign up for them. Every successful leader I know constantly reads leadership books and autobiographies of exemplary leaders. The learning process is a never ending journey bc no one is perfect. So continue to work on your leadership development and you will be fine

  5. Anonymous

    You now have the authority to set the tone for your team. Do you want this kind of behavior and treatment of others to continue? While "Sally" might be snarky to other people as well, the "not taking it personally" approach is good but as a manager you need to lead and cut off this behavior or the rest of the team may start feeling disengaged. You also mention that you value this person and want to be an inspiring leader for them. It think that shows you care about people on your team, which is great. But set your authority that "Sally" is not calling the shots.

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