Manager Upgrade?

I got an interesting email from a colleague with some questions seeking some management guidance.  Here are some of the details:

The colleague is a Director in IT, has a manager direct report that is not performing as expected or needed.  The manager is not leading his/her team, does not give direction, the team is not performing, and the complaints are coming in.  The CIO is now coming down on the Director to fix the problem, and unsure how to handle the problem, as several meetings have taken place and no change. 

Not to sound like Dr. Phil, let me give some suggestions and insight from my real life experiences.  It sounds like the Director has had a few meetings already with the manager and nothing has changed.  So that would be step one - have another meeting with the manager.  Sit down with the manager and give direct instruction, feedback and expectations.  Document the meeting, and send a copy to the manager and keep a copy.  Be sure your documentation clearly states expectations, actions, and a timeline.  Much of this is going to have to work in parallel, as the CIO is now watching the Director. 

Next step is to start attending the manager's team meetings.  If there are no team meetings happening, get them started.  The manager should run the meeting, set the agenda and communicate to the team on the key issues.  You are there to support and help field questions, but not to take away from the manager's position.  Take notes during the meeting, and then that day have a follow up meeting with your manager to provide feedback on the team meeting.  It is important that the manager is communicating to the team about the performance and concerns of productivity.  If that is not happening, you need to make sure the manager understands this is essential.  Without having all the background information, perhaps a urgent meeting with the team and manager is in order to start addressing the concerns.  I would also take a few of the team members to lunch and get some direct discussion and feedback going. 

Keep in mind that many times we put these IT technical folks into management position that can't handle it or have the ability to handle management positions. Find out the details around the person in the position.  If things are not changing, have a second meeting with the manager with an HR representative and put together either a correction plan or an exit plan.  There are times you may need to make an immediate change.  Letting this go on to long can have an impact on the team, and other teams within IT.  You need immediate improvement and change, and waiting months for a correction plan make yield nothing.  In the meantime, your team members are frustrated and leaving the company. 

The otherside of the coin, and I have seen this a couple of times when a team member was promoted to team manager, the team is the issue.  Have some one on one meetings with team members and the manager present and set expectations and action items.  If the team is walking all over the manager, not listening or working as a team - time for some quality time with the Director.  It is the Director's role to bring the hammer and start addressing the behaviors and problems with the team.  Sometimes you have to make some changes to the team to change the chemistry or personalities. 

As the Director, you also need to keep the CIO updated on your action items you are taking to correct the problem and turn this around.  If it is not the manager, be sure to commuicate this to the CIO, as you don't want your manager to have an unearned label.   Be decisive, direct and take charge - letting this issue dwell to long can have an impact on your long term position in the company. 

I propose to you, as the Director, to address the bad, praise the good, and communicate.  Build a better relationship with your manager if you can, and the team.  Follow up, even when you think it is resolved and going ok, keep close tabs for awhile - make sure it wasn't just a sweep under the rug, but a true resolution.

Keep positive!

Scott Arnett
scott.arnett@charter.net