I started a new job 2 months ago as the manager of a small team. Two of the members of the team, let's call them Bob and John, are at the level of senior analysts with about 3 years of experience. They have established regular bi-weekly catch up meetings with the main stakeholders, who are themselves managers of other teams. All of the stakeholders have praised both Bob and John for their excellent work.
Bob has been doing a good job of keeping me in the loop, but he's not great at taking notes, clarifying what's the business need of the analysis, or pushing back against pointless requests (the type of questions that one can answer by thinking about the problem for a few minutes or use existing reports). As a result he gets saturated with ad-hoc work, and (1) he mixes what people asked him to do and sometimes needs to do re-work, and (2) this leaves him little time for strategically important projects.
John is not so great at keeping me in the loop, although he does seem to be doing a much better work at getting to the bottom of what his stakeholder need. Nevertheless, he has allowed his stakeholder to take over the decisions for questions that are loosely defined to be in the area of expertise of the analytics team (how should we AB test a new feature, how should we calculate a certain criteria, etc.).
Should I take over the communication with their stakeholders or are there better ways to deal with these problems?