New direct report trying to take over!

[Isleepinahedgefund]

I'm starting a new job in the NY. I'm going to be managing a team, and the way it is structured means that I will have a deputy who is a grade below me.

I've had some contact with the team, and it feels like my deputy is trying to assert himself and take over already. Things like telling me what to do in my first week (rather than asking my preference) and making it quite clear that He Knows Best about the subject area, which is new to me.

I'm not sure if he applied for my job, but if he did it will be the second time he has been passed over to lead the team over the last couple of years. Also, my role has not been delegated down to him while the post is vacant.

Any tips for dealing with this? He's already pissing me off, and I want to start off with some strategies I can use to manage him without telling him explicitly to shut up and go away!

"I will take your opinion into consideration"

Following with interest. I’m also about to start a new role where an existing team member applied for my role, and according to people more senior to me, has not taken the rejection well...

You've got to get ahead of him. Make plans - long and short term - and communicate them formally to the whole team (at a meeting ideally) so that they can see you, not him, leading from the front.

That's a good idea. I've got a few ideas already about what does/doesn't work.

I thought he could actually be my deputy, but on reflection I think it will be better to treat him equal with the rest of the team.

On reflection I don't think I can deputise him without giving away the power, so instead I'll concentrate on holding him to account when it comes to the area of work he is supervising (he has two direct reports within the team). That work area is actually not functioning very well so I'll be able to make my mark pretty easily with a few minor changes.

Perhaps I'll agree the changes with my line manager rather than him too - he seems to expect to be my confidant which just isn't going to happen.

Any other jdeas, or experiences of this kind of situation?

Make sure you're not softening your language - doing the "I think that" "shall we try" instead of "I've decided" and "this is what we're doing next".

It's a good technique for a collaborative team, but used with people who aren't acting in good faith it'll bite you on the arse.

Also one to watch in a predominantly male environment as it can lead to bring treated as a ditherer.

Ah yes that's a good tip - I must pay attention to the sort of language I use. I'm quite good at getting people to follow the vision so I don't often need to use "tough" language so I'll read some stuff about that.

Are you going to set his Objectives for the year, @Isleepinahedgefund? That will be a good time to emphasise your seniority as you'll be telling him what you expect of him and how you're going to measure his performance

Yes I will be setting his objectives, and you’re right that will be an excellent opportunity. Especially as, from what I’ve seen so far, I am pretty sure his objectives are going to be changing from what they are currently!

Be careful not to go in all guns blazing though. Right now you have someone who has knowledge of the team and is enthusiastic. He may be misdirected in the way he's demonstrating that enthusiasm, but at least his is showing interest.

Go in with the approach that you value his support, that you understand he wants to progress and how you can support him to develop in the areas he is lacking. After you have done your analysis of the targets and fix areas in the team, you could set him to own one of the improvement areas. To lead it, feeding into you for final approvals but developing himself in a leadership role. Hopefully that would also demonstrate to the rest of the team that if they put the work in, take ownership etc they have opportunities too.

He needs to understand the hierarchy but it's important that you don't make him into your enemy by trying to show him who's boss. He will be significantly more difficult to manage if he's working agains you rather than for you.

I agree, be careful how you impose your power, it could turn against you. You seem to have made up your mind very quickly about it when you haven't even started your role. That is not fair on him, or the rest of the team, and could end up with you being prejudiced against his ability.

Also, it sounds like he's got knowledge that you don't have and as such, you might want him on your side rather than make him an enemy from the start.

Your attitude at the moment strikes of someone actually afraid of his position and lacking confidence. How can you already decide that he shouldn't be your deputy when it is currently the role he has been assigned.

Be careful that even though he might have applied and not get the job, it doesn't mean management have an issue with him and will be happy with you putting him down.

Take your time to observe all your staff before making quick decisions. A good manager doesn't need to push difficult staff away to do their job well.

You're both right - I do need him to be on my side.

Perhaps I'm simply mistaking his being eager with him trying to tell me what to do - we shall see. I don't intend to make my mind up until I've actually got there, but at the moment i can only base my opinions on what I've seen so far.

The team structure is that he should naturally be the deputy, but he hasn't actually had my role deputised to him which does give me pause for thought. I certainly have absolutely no intention of criticising him to management, and I'm sure the situation will become naturally evident over time.

He has his own distinct area of responsibility (and staff) within the team, so he has his leadership opportunity within that.

Thank you all - some great food for thought (including the possibility that it's my own lack of confidence feeding my thoughts - I genuinely will be thinking hard about that!)