Seasoned managers - some advice please

[Sessional]

I’ve been line managing for 5 plus years but I’ve never had an issue like this before.

Recently moved to a new team, directly line managing 8 people, responsible for a team of around 30. They’ve had a succession of managers over the last 18 months, I’m number 4.

I was told about a difficult member of staff “Kate”before I started, she’s logged two previous bullying complaints, very difficult to give feedback to, won’t take direction or any change to the way she does things.

I’ve been in post 2 weeks and she has been fine with me. We had one run in after the first day when she gave me an obviously prepared speech about how she has worked there for years, knows the place in and out and doesn’t need any direction or coaching. This was met by me with a bland response and that I would be just observing for the first few weeks and would be having 1-1s with everyone next week but thank you for the feedback.

Friday afternoon I was approached by another member of staff who asked me if they could have a word. This member of staff is one of the top performers, has been very helpful to me, unblemished record and a real team player. She told me that she is very uncomfortable with Kate and wanted to let me know about some behaviour. Apparently whenever my back is turned in the office Kate is mimicking me and making hand gestures. When I leave the office she is taking the piss out of me (to the point of actually impersonating me and anything I’ve said), whenever I send a team email she reads it out and complains about everything and tries to get everyone else involved in the complaining. This doesn’t seem to be working. Apparently she is has named me a specific name think along the lines of an insult and will only refer to me by this name.

Good member of staff does not want to go on record about this or make a statement. They are all pretty cowed by Kate and worried about repercussions.

What would you do in this situation.

@IrenetheQuaint

How childish! I think I would do absolutely nothing at this point, just make sure I am being a great manager and developing strong relationships with the rest of the team. I would also make sure I had a decent relationship with HR, in case problems arise in the future (which they probably will). If Kate has no allies then her silly tricks will fall very flat.

Perfect advice.

I have been the manager in several situations like this.

The only thing you can take a definite is that it will escalate & you will need to prepare yourself for disciplinary issues and / or her to allege bullying.

At least there's some hope according to your later posts, that she'll leave of her own accord. I wouldn't be certain of it tho. People like this get something out of this behaviour & can be surprisingly reluctant to move on. And find it hard to get another job anyway.

Good luck.

@areyoumeop

Hi boss, you on here too

See you Monday

Kate

Huh? 🧐

I think I would definitely be enlisting HR now, and absolutely everything would be formal and on record - including any off the record conversations!

But no, I wouldn't ignore it. Her behaviour is bullying and it is bullying other staff by forcing them into colluding. What I would do is, during full team meetings and in front of everyone, start dropping obvious comments. Such as "some people might think I'm a ...(insert her insulting word)... but I really don't care about that because only an idiot uses terms like that". Make it clear to her and everyone else that got know. Put her on edge wondering what you know and what you might do about it. Mimic back, but not obviously, everything she's said about you. When you leave the office, make a throwaway comment about you're going so that people can talk behind your back. Things like that. Passive - aggressive can sometimes be a very useful tool! That sends a message to her that she is not as well liked as she thinks and her colleagues are informing on her. And it sends a message to your team that you are not a doormat, you know, and this time she isn't going to walk all over her manager. You'll probably find that once they receive that message, people will start trusting you and be more willing to go on the record.

Deffos speak to your line manager and HR - even if off the record, you can say a member of your team told you in confidence and wishes to remain anonymous. Hopefully HR will be able to advise.

Why is there this belief that HR are there to do the job the manager gets paid for?

What are HR for then, if not to support and advise managers on staff appraisal policy, employment law, staffing issues and disciplinary procedures, etc?

That's what HR are there for, among other things, but that's not what the pp said. HR wouldn't usually just swoop in and take over from line managers, they'd work alongside them.

Best course of action is very clear, firm management in my view. Don't shy away from a difficult conversation and document everything. Be ready for tears and tantrums. You'll get there.

How long has Kate worked there? Her length of service will guide your options

Less than 2 years - you can terminate her contract fairly easily as she has no employment rights ( unless protected characteristics such as race, religion, gender, disability etc).

More than 2 years service then she has full employment rights for unfair dismissal but that just means it will take longer and you have to follow a procedure.

Start now. Pull her up in her poor behaviours and her performance. Almost guaranteed she won't be a high flyer and so will have issues with performance.

Insubordination is a valid reason for misconduct. Yell her what you know. Do an investigation. Issue a warning. Repeat.

She might leave on her own accord but if not then you e got the ball rolling with the disciplinary process.

Any chance of a restructure and redundancy?

Alternatively, would you company pay severance? Her employment contract could be terminated 'for some other substantial reason' as long as you pay her notice period.

I think HR should be involved because

It could escalate and there is a company need to ensure due processes are followed - legal as well as management of the problem.

It involves the manager as well, not just staff, so gives an independent view to confirm manager is acting appropriately.

Staff don't feel comfortable reporting and this may, or may not, be a more widespread problem (that is potentially a HR issue). Are policies appropriate? This may be a step further on than this but it ought to be on their radar.