Entitled colleague

[NigellaWannabe1]

I work in what used to be a close-knit team of very talented, hard-working colleagues. Someone joined us a few years ago and she has created quite a lot of disruption, upsetting the majority of the colleagues she has worked closely with yet creating close links with a couple of others. As a result, there is a rarified atmosphere in the office.
My issues with her are:

• She works well in tasks that she finds interesting. But she has a range of other tasks she does not enjoy and she will do the bare minimum for them. Typically, she will say those tasks are too time-consuming and she has already spent X hours on them, so she is now moving on to other things.

• When she drops a project or task, someone else needs to pick it up. The way she communicates her decision to stop working on something is confrontational and overly formally - this rubs me up the wrong way because it's so unnecessary. It's never her fault, the system is never fit for purpose and she can't possibly be expected to spend any more of her precious time in the task or project at hand.

• She is very keen to be involved in high-profile projects and will demand to have an input in them. She justifies it by saying that her qualifications and training are a perfect match - but so are the colleagues' in the existing project team, who will have to reduce their contribution to the projects so as to fit her in it. She has had her way on several occasions because, I suspect, colleagues (including senior colleagues) find her too intimidating to turn down her requests.

The situation has come to a head because I lead this high profile project and she wants to take part in it. If I accept, I will have to drop some of my own responsibilities in it so she can pick them up. I don't want her to work in my project team because a) I don't want to drop my own contribution to it, b) I know she's unlikely to pull her weight if there are difficulties and c) she is likely to create conflict in the team.

Her line manager supports her request and seems to think she's marvellous. To be fair, she presents herself extremely well, but I have seen very little hard evidence of her genius... I currently have no line-manager due to illness.

How do you suggest I take this forward? Thanks for reading!

Focus on your project. You have put together a team that is functioning well with the correct skill base. All project members are challenged and motivated and have all rightly earned their place in the team. You do not feel at this particular time that there is a skill shortage and feel it is important for all team members to be given the opportunity to work together and see this through. You will bear her skills in mind if any issues arise with the project.

I have allocated all tasks to team members already and they are all working to our project plan. If this changes I will speak to your line manager.

'where precisely do you think you can add value when I already have all the necessary tasks covered?'

Minnimagoo - you have a point, but I don't want to be seen as shying away from a difficult conversation (much though I hate the thought of having it). I also think that speaking though an intermediary won't help put my point across in the way I want and is not conducive to clearing the air.

Having a meeting with her with her manager as witness sounds like a good way forward, I think? I'm taking all your views on board, So what do you think of this:

• I explain calmly that I'd rather not add anybody to the project team because that means reducing my own contribution. I see her point about wanting to develop but not st my own expense (this phrased in more acceptable terms).

• If this is not enough to persuade her, then I will say that her approach to teamwork is not compatible with mine (thanks to whoever suggested this wording). This is because of X, Y and Z situations where she's not completed certain work and by doing so she has upset the team dynamics (does this sound ok?).

• I will be firm and relatively brief, keep reiterating the above points and ultimately not give in.

• If there is no agreement, then am I ok to say that my views remain firm on this matter and that I'd like to conclude the meeting amicably? i would of course seek advice from senior colleagues if this wasn't resolved.

Thanks.

Have just read the last posts. The issue has already gone beyond the point where a one-line answer can sort it out, unfortunately.

I should have started this thread earlier! I am learning a lot from your answers and am taking it all on board.

Why not act like she would, tell her line manager this is your job and you are very eager to show your ability to the firm. Throw in all the professional chat and be excessive polite. Tell her colleague can be part of next project (even if you don't mean it).

Hmm. Don't say that you find her difficult to work with. Focus on the needs of the project. "The team has that covered, thanks, but I've noted your interest in area x and will bear you in mind for future projects". If she persists "thanks but that would be duplicative of work already in hand and would not be efficient/cost effective, but as I've said I'll beat you in mind for future projects". Keep focusing on business needs rather than personalities.

Absolutely everything Queeniemum said - keep it factual and with evidence to back your statements up. It sounds like she has been managed poorly; you don't need to give in to her demands, you are in charge here, not her.

I think a meeting with her manager would end up with you being railroaded.

If you do go down this road, take your project plan in and make zero gaps for her to fill...make sure the things she does think she does well are doubly covered in case of sickness and holidays. Do not let any cracks emerge or they will use them.