I have a direct report that keeps asking me (their boss) to do their work.

Anonymous

September 8,2022 at 1:26PM UTC

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I have a direct report that keeps asking me (their boss) to do their work.

The direct report is very advanced in their career. I asked them to make a project plan with key milestones. Effective team members at this level can estimate the milestones and tasks needed to achieve the desired result. The team member asked me to “lead by example” by making a template. I am happy to coach, but I do expect them to at least attempt so we can have a discussion about it. Teach a man to fish, right?

Has anyone else encountered this? The team member is combative. It feels a bit like goading me.

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Lauren FraleySeptember 8,2022 at 1:40PM UTC
Combativeness aside, this could be a couple different things: laziness, insecurity, or - as you mentioned - trying to goad you into their work. I'd tell them to put time on my calendar with a draft of a template for review. If they show up empty handed, Socratic method them to make them do all the work.
If this is one off, or this person is new, they might just need a little pushing. If not, I'd keep an eye on this individual and start documenting interactions like this before they become a true thorn in your side.
Kathryn MontbriandSeptember 8,2022 at 1:54PM UTC
Two thoughts on this one.
1) if you are new to the manager-direct report relationship, you may want to spend some time building trust and establishing a common understanding of how you will work together. This person could be coming with resentments (maybe they wanted the job you got) or some underlying suspicious about you or how you are going to partner. Getting a little vulnerable and sharing some of your story might help build bridges and improve the overall working relationship. When I started managing people more tenured than me, showing that I was there to help but didn't think I knew their area as well as they did went a long way.
2) I wonder if this person is hearing your request as 'do this task' vs. 'solve this problem'. In my experience managing folks who have more tenure than me, asking for them to think about and solve a problem often landed better than asking for a specific output. Now, sometimes you do need a specific output, but perhaps there is a way to frame it differently so they feel valued for their experience. Maybe ask them what types of project planning worked well in their previous roles / teams and see what they come back with?
AnonymousSeptember 8,2022 at 1:59PM UTC
Sounds to me like they are way in over the head in a senior position. Not sure how they advanced if they can't or won't complete simple tasks.
They are combative because they fear being found out.
I would request a draft by next week and add that you have faith in them.
If you are their manager it's time for you to manage. I strongly recommend not allowing this person to lead you. It's a slippery slope and one that can truly damage your career.
Heather CutlerSeptember 8,2022 at 2:10PM UTC
I love this idea of asking the employee to create the first draft of this document. Then the OP can truly coach through this event.
Joanne RosenSeptember 8,2022 at 3:26PM UTC
When I used to train people, I would tell them, "Don't ask how I should do this, ask if you are doing it the right way." In other words, show me what you are doing and I'll help you get on track.
My trainees said they learned faster with me than they ever had before. Also, they would sometimes have an idea that would streamline a task.
Cheers
Joanne
JJSeptember 8,2022 at 5:23PM UTC
Not really but for so many advanced professionals involved there seems yo be little in the way of directness. Just tell them to do it.
Crystal HowellSeptember 8,2022 at 11:30PM UTC
Don't ever be the scapegoat, turn it around and make them accountable with a deadline! Work bullying has to stop!
Wanda Corner, PhD, PMPSeptember 11,2022 at 4:57PM UTC
In my past experience, I would schedule a one-to-one meeting with them to clarify their role and expectations by first asking them what their understanding is of their role and expectations as a contributor to the department/team. Then I would take this same opportunity to clarify what their role is and my expectations (and how I will support them). At this point, I would transition into a coach first (we would set goals for each week/quarter of which I would coach them at regular intervals to support them). This gives them an opportunity to remediate their performance and me an opportunity to determine "If they can't or won't meet the performance expectations." If they can't, I would try training, peer-to-peer training, and/or internally identify another commercially useful position where their skills will be an asset if possible). If they won't, then the next performance step will be taken (via hr policy). At this point, they have had at least 90 days to either step up with corrective action or other. This creates a sense of joint accountability to the mission of the organization.