Tricky team & weird dynamics

[Toughatthetop]

Hi MN
I've been in my management role for nearly a year - was promoted, now managing a team of 5 .
Have always felt like an imposter, challenged whether I’m ready to be a manager, my manager supported & encouraged me so here I am.
As a team, we help vulnerable adults & children, my team has big caseloads, high pressure environment.
3 of the 5 in the team are very capable, hardworking & easy to manage, two are not. They are both older than me, seen as ‘hard work’ by the rest of the organisation. Women who have worked there for over 5 years - way before me - I have been quite accommodating & flexible with all the team, these two between them often have issues/ problems/ i have done my best to be supportive & covered/delegated their work while they have been unwell/had to take unexpected leave etc. They have both said they’re grateful for the support. They have both praised me as a manager.
Last week they both independently started to be slightly less friendly & now this week they aren’t returning my calls/are responding in a very different way which is a bit ‘we’ll do what we want’ even when I’ve asked for a prompt response.
As a really busy team who need to communicate as much as possible, this is frustrating & I am really struggling to know how to approach things. I feel like I’ve let boundaries slip & this is something I need to sort - it’s my fault - any tips or advice welcome, I was thinking they might both just be really busy & that’s obviously understandable but I have anxiety & I'm starting to think they’re pissed off with me/taking it all personally & my work is stressful enough!
Should I ask them separately if we can talk about their recent lack of response etc?
What’s the best thing to do?

What's the review schedule? You should ask from a review and ask them for their feedback on you in the meeting, give them time to prepare.

Sometimes if it's coming up to review time I find my team can get a bit twitchy.

What forms of communication do you have in place currently?

I would start with an informal chat individually. "Hi x, I've noticed you haven't been on the calls/been answering emails/sending me updates as you usually do, is everything ok?" Then reinforce "I need this information so I can XYZ, so let's catch up every X". If they don't, then I'd have the same conversation in the next 121, writing down formally that communication isn't sufficient at present and it's a goal to improve it. If it doesn't improve, I'd talk to HR about formal performance management.

Just be aware that whilst it seems a coincidence, it's possible they're both going through stuff, so whilst you need to reinforce your professional expectations on them, I would also keep an open mind and stay supportive.

Thanks @SchoolShenanigans and @dreamonlucid really appreciate your responses - extremely helpful

Do you have regular 121s in place? I’d be raising these issues with each of them. Put it to them as someone said above ‘is everything ok as I’ve notice you’re not retiring my calls’ ‘is there anything I need to know or can support you with?’
keep a note and if it continues then you’ve already told them… does this then start to become a performance issue….

Give your head a wobble. You have done nothing wrong and this is not your fault! They are taking the piss. You sound like a lovely, supportive manager, but sometimes that can be exploited by others, and this is your opportunity to step up. Being clear about your expectations of others that you manage is not being unsupportive - at the most basic levels you are protecting your clients, protecting your team, and helping them to stay in work (because taking the piss leads to dismissal!). Doing those things is your job, and you are clearly capable of doing it.

You need some supportive line drawing: 121 meeting with each as soon as possible, "I have noticed that (list failures to perform) and I am concerned that this is uncharacteristic. My expectations are......... Are there any reasons you can think of that will prevent you from meeting those requirements?" You can still come across as leaving them a chance to explain (hence the "I'm going to be charitable and assume it's uncharacteristic") whilst also making it clear exactly what they WILL do in future. Follow up with the expectations in writing. If they don't pull up their socks, it starts to go into instructions and perfromance management territory.

You can do it. Remember that this is being done for their own sake - but also for those you manage and your clients. They are letting all of you down.