Sai Surya, SCJP 5.0, SCWCD 5.0, IBM 833 834
http://sai-surya-talk.blogspot.com, I believe in Murphy's law.
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Jeanne Boyarsky wrote:You could try meeting with the team members one on one. That way you develop a relationship and trust. And communicate very clearly about who does what. If that doesn't work, you could try asking your manager for advice.
Preeti Jamadade Preeti wrote:
I had one to one with 2 of these and got shocked to know that this complaint was from third team member alone and my manager lied to me saying it was from team. This third member is closer to manager as he is helping him with some non-technical things. And my manager is somewhat jealous about my team and the way i do things in a very good and organized way. When i joined and started doing things with my style professionally he took meeting with me and said that he understands that i am doing things professionally and organized way but this will not work here. i was surprised to listen that but i firmly answered that i want my team to be developed from every angle and satisfied with their lead.
Somewhere i see my manager is feeling upset as i do things professionally and planned way and rarely go and ask something to him. its more of giving him demand and he wil be happy. Among 7 teams under him my team is doing very good with no issues.
I hope you all are getting my scenario. Now situation has somewhat changed i am able to change mind of some team members with my technical knowledge but still some people are trying to make trouble. It may be un-looping me from emails to client and increase there dependancy. what should be my next step?
Henry Wong wrote: Work on earning the trust of your reports (while hoping that they give you the chance to do so). And as for your manager, give a bit more trust -- after all, isn't that what you want from your reports?
Preeti Jamadade Preeti wrote:
Henry Wong wrote: Work on earning the trust of your reports (while hoping that they give you the chance to do so). And as for your manager, give a bit more trust -- after all, isn't that what you want from your reports?
Thats what i did in last week, I worked on building team level relationships and it worked for 2 members. Third member is really arrogant and dont listen to me, skips using some excuses always, bipasses me in mails to client. Point is he is closer to my manager and my manager listens to him. This resource lies things about me to him which makes my image wrong. After this my manager comes to me and says 10 flaws in me. why should i suffer due to this person? I have given him some chances but things doesn't look improving. He dont treat me as a lead.
Jayesh A Lalwani wrote:iMO, being a TL is impossible unless you have the support of your manager. If you don't trust your manager, and he is not able to provide you constructive advice, find a new job.
No more Blub for me, thank you, Vicar.
Well, if you can't resolve the problems with this individual in your team, and the rest of your team is working happily and productively, then maybe you should ask your manager to move this person to another team where he will be happier?
With a little knowledge, a cast iron skillet is non-stick and lasts a lifetime. |