Staff constantly asking questions!

[SantasComingToTown]

I’m a junior level manager but have been in the role 7 years so have a lot of experience. Earlier this year I moved into a different team which included staff with various levels of experience (some 40 years plus).

They are really lovely people but honestly they exhaust me with constant questions. None of them can make a decision and they refer every little thing to me or the other manager. They don’t bother to look the answer up before coming to me which really winds me up, have no concept of personal boundaries (interrupting me when I’m in important meetings or when I’m trying to eat - I even had one follow me to the toilet to ask a question). Then on top of that they quite often tell customers that I will call them back, or book appointments for me without asking and expect me to just drop everything to see a customer. I often come into work with piles of crap left for me to deal with because they are too lazy to look it up or deal with it themselves.

Very rarely do they ask me something that doesn’t have a simple straightforward answer. And when they aren’t asking me a question they are just making statements at me like ‘oh it looks like the printer is out of ink’…because they want me to change the cartridge when it’s in a box right next to it.

This has all been caused by the other manager who has allowed and enabled this type of behaviour for way too long, but quite honestly it’s really getting on my nerves. Most departments I have worked have one person like this, I’ve never worked somewhere where the whole team is like it. I’m so overwhelmed by it all as I’m being constantly bombarded and interrupted and my own work is suffering because I can’t get anything done.

I need some advice on professional ways I can tell them to back off and deal with things themselves, without making me completely unapproachable. Im a manager so I want them to feel they can come to me when they have a problem or need help, but I need them to also understand that I am a human being and their behaviour is impacting me.

Thanks

Sorry that was rather long. After the day I’ve had, I think I really needed to get that off my chest😅

They've probably had years of being told off for daring to think for themselves and being micromanaged to death.

Do you think they're lacking in confidence? Do you know what their previous manager's style was?

You need to start pushing back more!!

I'm very protective of my lunchtime, but I tell my team that they should be too- I make them book it into their calendars!

If someone comes to you with a question, turn it back on them. Make them answer it - and get comfy in silence! They need to learn and at least come to you with options to choose from, if you just answer everything all the time they'll never learn, and it will never stop!

This was exactly my thought 100%

I'd have a meeting at this point and try to build the connections with your team better. Google psychological safety. In teams that are never ever allowed to make a mistake this happens. It knocks peoples confidence in their own abilities and causes them to second guess everything. They need to trust in your new management.

This

Well the previous manager is still there with me - we now do it together. He will basically just do whatever they say for an easy life and then spend all day moaning about it behind their backs (he’s a true Martyr), which is why I say they have enabled the behaviour. He’s been there for about 15 years in total so for most of the team it’s the only thing they have only ever known. Then on top of that you have a handful who are just plain lazy, performance issues etc which is why I’ve been asked to help. I think with one member of staff it’s a confidence concern but that’s only because they are very new to role. The rest have just been able to get away with passing everything over for too long.

Aren't there any process guides or documents they can refer to?

If not, someone needs to create them.

I do definitely need to be more protective of my lunch. Unfortunately the industry I work in means that more often than not, I don’t even get a lunch and have to eat in 5 mins between serving people which is why I get even more annoyed when people interrupt me as they know I haven’t been wandering round town for a hour.

Thats a good idea, re turning the question around. I was thinking of holding a team meeting and setting some expectations of things before coming to me such as ‘have you checked the procedures first’ etc, but then I think they could feel a bit worried about asking me a genuine question when they need to.

I would have a meeting and explain how things are going to change. I would offer training for anyone unsure of their role then I would close the door.

Send people away when they approach you with things they can do themselves. Ask people not to book you in for calls or meetings rinse and repeat.

If some continue, then arrange a one to one and explain again their role and your role, offer training if unsure. If it still continues either manage out or give a warning and make it official.

Thousands and thousands of pages - I work in financial services so we have a procedure for every single thing we do. They are easy to follow as well. Some can be a bit confusing and I have no issue in someone asking a second opinion if they don’t understand, but they will sit with a customer and within 10 seconds ask me for the link to the page or ‘how do i do xyz’ before they’ve even bothered to pull up the manual. That’s what winds me up, as 90% of what I’m being asked they could find the answer to themselves if they just bothered to pull up the page and read for a couple of minutes.

Could you couch it in terms of wanting to empower them but of course if there's something not covered in the procedures that of course you'll be happy to help them.

I think you'll also need to 'manage' the other manager, otherwise anything you try to change could be undermined by him.

Thanks for this insight. I will definitely have a look at that. I must say I have known their manager for along time and I wouldn’t consider him the micro managing type in the traditional sense, but I’m now wondering if because he does everything for them at the drop of a hat, over the years it’s made them feel like they can’t do anything without a manager helping, which is turn has also made people a bit lazy.

my main concern is we have newer members of the team who are picking this behaviour up from the long-standing ones. I want to try and get a hold of it before they get established and think it’s a normal way to work. It’s actually against our companies performance guidelines - they are all about taking ownership for your own work and decision making, so I want to ensure that everyone is on the right track so I don’t have performance manage, which lets be honest is not nice for anyone, even if completely justified.

This film is fab on changing cultures like this www.google.co.uk/search?q=submarine+management+video&sca_esv=9102e70e77a48ac0&sca_upv=1&udm=7&biw=390&bih=619&sxsrf=ADLYWIIL3o_mgjT9YriE0cz46PQgYT624w%3A1725563604533&ei=1ALaZpmiIKi3hbIPvIuzmAU&oq=submarine+man&gs_lp=EhNtb2JpbGUtZ3dzLXdpei1zZXJwIg1zdWJtYXJpbmUgbWFuKgIIADIFEAAYgAQyCxAAGIAEGJECGIoFMgUQABiABDIFEAAYgAQyBRAAGIAEMgUQABiABDIFEAAYgAQyCxAAGIAEGJECGIoFSKEvULMKWKYlcAB4AJABAJgBXqABxgeqAQIxNLgBAcgBAPgBAZgCDqACmgjCAg0QABiABBiwAxhDGIoFwgIJEAAYsAMYBxgewgIIEAAYgAQYsAPCAgQQIxgnwgIGEAAYFhgewgIIEAAYFhgKGB7CAgoQABiABBgUGIcCwgINEAAYgAQYsQMYFBiHApgDAIgGAZAGCJIHBDEzLjGgB4VO&sclient=mobile-gws-wiz-serp#fpstate=ive&vld=cid:7a52c05e,vid:HYXH2XUfhfo,st:0

This is what I would love to do and I have no issue in doing it. I think this is going to have to be the next step, but I also need to ensure the other manager is in agreement because otherwise they won’t listen.

Yes definitely, I really like this approach. I don’t want to appear like a bitch but at the same time I also need to set expectations. I don’t think this will work with everyone but I definitely think for the younger members of team who may want to progress in the future this might be the way to address it without upsetting anyone.

yes that is a huge concern of mine. I only work part time at the minute so I worry about what will happen on the days I am not there!

Thanks @DarkForces! I will have a watch.

I would state in the next team meeting or perhaps when doing performance reviews that you would like to see more independent activity and that you trust them to deliver. Then whenever they ask you a question they should now the answer to reply... What do you think you should do... Or have you looked in the Manual? OR... What have you tried till now? (if answer is nothing then tell them you trust that this information should be in the manual and to look there... So point them in the right direction but definitely not give a page number or similar... I would be happy to reply with... I don't know the manual page numbers off the top of my head but it should be there(

When you have your meeting, I would emphasise that it's fine to make a mistake. I always do that - I don't care if people make a mistake, mistakes can be fixed, but I care if they don't tell me and try and hide it!

It means people are open to talking to you about things and might be more likely to give it a try themselves!

Then I would have a meeting with the manager and explain the plan so they're aware. They are probably fed up but too limp wristed to act. You'll have to be proactive. Make sure you're clear in the meeting that neither of you are to be hassled without good reason. Take it from there.

yes, exactly
we had one mad manager who would shout to you for taking initiative and shouting at you while you would follow her very own instructions correctly also. Some people are crazy and create crazy workforce

I can relate. I'm not even a manager, everyone just directs a constant stream of questions in my direction because I've been there a long time and word just seems to have gone round (including from our actual manager) that greta will know.

It's nice to know that you're considered a fountain of knowledge and a safe pair of hands. But equally you reach saturation point when you can't actually get on with your own work.

I have long since learned to direct rather than accept all responsibility for myself. Give them the tools to succeed. When they ask a question, either point them in the right direction or give them written guidance and encourage them to save it somewhere for next time (this is after all how I assembled all my perceived knowledge). When they inform you that the printer is out of ink, reply pop another cartridge in, thank you.

There are always a couple of lazy sods who will stubbornly still expect you to baby them. I am equally stubborn and will simply politely forward them a copy of the same previous email, guidance note or policy document repeatedly until they get the message that I won't be doing this task for them.

Are you involved with their performance reviews or 121s? It's an ideal opportunity to gently guide them towards a more proactive approach. Do you have any people in your team you would like them to emulate? Perhaps suggest that they follow their lead. Are there any reward schemes in place to encourage them to push themselves more?

You'll always get the can't be arsed brigade, but some will benefit from this sort of nurturing. I say that as a person that was nudged, cajoled, been made to feel like I'm the shittest of shit at my job and furious to be told I should look at how somebody else worked and model myself on them. But I'm also the type that will fume at the perceived injustice and then take constructive criticism in board and adopt an "I'll bloody show you" attitude, and somehow along the way I became one of the people that others are advised to model.

If any of your team have a similar mindset, they could thrive.

Maybe not the shittest or shit thing though. That was a low point and I've seen it break as many people as it ultimately empowered.

You need to start addressing this in their one to one's and empowering them to make their own decisions.
This is either laziness or lack of confidence.
Either way as manager you need to provide expectations and boundaries.
Be up front and honest and tell them you need and expect more from them.
I have experienced this before though not from a whole team but one or two.
Make it an objective on tjeur one to one's and discuss improvement each month.
You can't carry on like this.

Most of this you need to do 121 as opposed to annoying in meetings. The reason being change can decrease engagement and also the root cause is different for everyone. This is my suggestions and you will need to get other manager on board with this all

1. Meeting with each person and ask them what are their strengths & development areas specific to their current role. Ideally let them know the q's in advance so reflectors can think. What support they believe they need to meet their objectives. Then discuss with them some of the recent referrals they have made to you and agree any support based on knowledge gaps or agree that will always use the procedure but if stuck refer to you to get right outcome for the customer. Also explain what to do when you are unavailable and they need help ie who can they refer to so customer is not waiting. Make sure meeting is documented as a 121 so it can be referred back to in future so you can review progression. This will help you understand the root cause of the questions - confidence/knowledge/habit/fear of being accountable/not feeling empowered etc.
2. Once meeting held with everyone look at the common areas that people have knowledge gaps and facilitate coaching around this whether that's 121 or having team meetings etc. focus on the quick wins at this stage that have been identified through these meetings and the types of questions you are asked. This coaching may not be done by you entirely! Ideally get experts involved ie Mark is great at objection handling get him to coach others or it etc. you want to create an environment where people understand why you are doing thugs differently and want to improve and be feel empowered to use the tools of genie job confidently. Consider getting creative and role plays/quizzes using the procedures themselves
3. Once the 121 meeting has been held with each person have a team meeting where you explain some changes you need to be made - everyone to be respected on their breaks and not to be interrupted, working together so everyone gets to leave on time and no customer callbacks/meetings to be booked in without your prior consent. What other standard can you all agree as a team that frustrate others and agree that you are all responsible for maintaining those standards. Then be consistent so if you're in a 121 or a meeting explain it's never ok to be interrupted in person but if you get a virtual message on Teams or an email you will reply when you are able to. Explain their 121s and the other meetings you have deserve your full focus. For something like someone following you to the toilet I would just feed that back if it's repeated.
4. As for all the q's you do get it does need to be a coaching opportunity and I suggest you view it positively as it's an opportunity to better understand the team and how they think individually. Ask them what they have done so far, what they think they should do etc but the way to handle this really depends on the individual.
5. Once all this is place reward the great stuff whether that is coaching across the team, helping each other, adopting the new standards or asking less questions. Recognition is so important especially at times of change
6. Follow-up with everyone individually and talk about the behaviours and progress since your first meeting with them. If someone is well trained and not using procedures intentionally that needs dealt with completely differently to someone who is just lacking confidence with a procedure. Again coaching and individual follow up is key
7. The same follow up will be needed with the other manager. Are they coaching instead of just giving answers they should have more time so how are they spending it? Again reward/coach/agree next steps

I once had a manager who was the entire opposite. His mantra was 'Don't come to me with problems, come to me with solutions'. If you went to ask him something, he'd send you away to try and figure it out for yourself, and once you thought you knew what to do, you went back to see him again with what you thought might be the answer to the problem. He would then either say 'well done' or go through why your solution wasn't the right one, and explain what you needed to do (and why) instead.

Basically, you need to train your staff to try and find the solution first, and then come and talk to you about it. Saves your time, and encourages them to be more proactive rather than passive.