389

How do I carry on managing an employee that is willing to go right over my head on an issue like this? This is not a problem with the employee. This is a problem between you and your superior. As a middle-level manager, I would be aghast if my boss allowed someone to go around me and get their acceptance on such a request without even first letting me ...


339

There's a 4th option: Call your retired infrastructure support manager and ask him for advice. He knows the right people, and may care enough about his former teams to call his contacts higher up in the company. The advantage of this option is that there's pretty much nothing to lose. If he doesn't want to get involved he may still have valuable advice, and ...


290

Get "sent home" notes in writing, preferably in emails This supports both (1) and (2), and might even get this new chap to back down a bit, because when he is forced to explicitly state "Joe Smith yawned twice at 4am" in writing, something which can then be taken to anyone with a modicum of common sense, he might realize that having his judgement reflected ...


170

I wouldn't try to dictate his style of coding, let him do it the way he wants. If performance is an actual documented business requirement and he fails to fulfil it call him out on that. If he carries on failing to meet business requirements then he is failing to do his job, start giving him official verbal warnings, then written warnings and then let him ...


167

I am wondering if and how I can approach this employee, in an effort to convince her to stay Of course you can approach her. Something like "I heard through the grapevine that you might be setting up job interviews. Can we talk about that?" might work. Then ask if she is unhappy at your company, and if so, why. She may be willing to talk about it, or ...


121

My general pattern for dealing with office conflicts is to try to work it out with the person (which you did, and it was fruitless) and if not to appeal to higher authority and or HR. In your case, I would be choosing something closest to option 1. Of course, just because you're going to another person doesn't mean you can't be diplomatic. If there is ...


106

I'd say you only really have two options, if your boss isn't interested in your feedback and tells you "that's just the way things are": Do exactly what your boss asks you to do, even if it seems pointless and it is likely that it'll get torn up in a couple of weeks' time. If your boss is dictating, then they are 100% responsible for any failure. If, as you ...


93

It looks like you have a prima donna or even worse, Michel Angelo, working for you. How long has he been in the business of programming? I am asking that question because there is a huge difference between being in the business of programming and programming. Those who us have been in the trenches for any length of time can tell him that perfection can be ...


91

You have at least three issues here: you and the other dev waiting for him to join the morning meeting is wasting time and perhaps upsetting the two of you he would like flex time, to come in when he likes as long as he hits 40 hours and gets his stuff done, but the morning meeting is interfering with that now you think overall his quality of work dropped ...


73

As a Senior Developer, both of you are correct. It's finding the balance that you must work towards. Firstly, from your side, your requirements should be detailed clearly. I would recommend using the behavior-driven development (BDD) approach. This allows you to detail your requirements and ensure the software meets them. It is current best practise to ...


69

First and foremost, talk to your superior. You've got to start out by realising that this is not a problem with your employee, if anything, it's a problem with your boss. Unless it is typically his / her responsibility to set your employees hours, (s)he's out of his / her department by approving the request. It is quite probable that (s)he didn't know ...


65

Uh so there are some other answers here that deal with, you know, your actual question. I'm more interested in the whole "not sending the employee on the trip" aspect. Just go to the end if you want my answer to your actual question though. Penalising an employee out of the blue is a terrible management decision. and From what i'm reading here, ...


54

A subjective measure like bags under eyes or yawn for 'fully fit to work at all times' is not valid in my opinion. The new manager should be measuring actual output. I could be bright eyed and doing no work (like I am now). If he is sending people home weekly with reasons like that and upper management has not already taken action is a bigger problem. ...


43

This topic is a big favorite of mine, or more specifically: the topic of establishing "rules of conduct" for a team. A lot of times I see rules being established and enforced, without much thought being spent on the actual value of that rule. So what's the value of being on time, in other words having mandatory time where people are working? Most times, ...


41

First of all, you are both wrong. He is wrong to insist that code looks good, and you are wrong to insist on using an anti-pattern. The appropriate way to develop software lies somewhere in the middle of your two ideologies. It is possible to follow best practices and still have code that can be developed quickly, has good performance, and is maintainable,...


40

Okay several points: Don't argue, DOCUMENT Follow orders, but DOCUMENT Raise concerns, but FOLLOW ORDERS The boss isn't the boss because he's right, HE'S RIGHT BECAUSE HE'S THE BOSS That said: The way to approach everything is: Present your boss with the following information: What is wrong Why it is wrong Alternatives What the alternatives are better ...


39

I have never encountered a competent person in any field who values rigid adherence to rules and forms over outcomes and function. If wrapping one's self in the flag is the first refuge of the scoundrel, then wrapping one's self in a set of rigid rules is the first refuge of the incompetent. I would be concerned that you're stuck with a "Cargo Cult" or "...


35

You can't, and honestly, probably shouldn't. It's inevitable that he'll figure out his worth (or at least figure out that he's worth a lot more than you guys are paying him) and move on to somewhere that appreciates his abilities and will pay him commensurate to his abilities. The fact that it should be a no-brainer for your company to see his value doesn't ...


35

Read the employee handbook. Everywhere I've ever worked, escalation to your boss's boss is exactly how disagreements with your boss are supposed to go. Chances are that your employee has done the right thing, if they believe a reasonable request has been unreasonably refused. If you're going to complain about your employee not following the letter of ...


31

How to explain business priorities to a programmer? You don't, at least not to this programmer who doesn't want to hear it. He's not a manager, and apparently doesn't want to be empowered to make decisions or take action without direction to improve the business. He wants input in the form of feature requests, and he wants to provide output in the form of ...


30

She does have some specific domain knowledge of certain components which would be a pain to retrain someone on ... What if she wins a lottery or (G-d forbid) got struck by a bus? What are you going to do then? Put in the time and energy now with her to document in detail the work that she does to make sure she is replaceable and the work can be done by ...


30

I’ve had a recurring problem with people I work with leaving things until the last minute and Deadlines for “drafts” or similar sometimes work but are often disregarded because they’re “not that important”. This is a problem which has been going on for a while. From the OP it sounds like you've tried to address it by making the deadline earlier, which ...


29

If you have a union, I would highly recommend letting them fight this battle for you in the form of a grievance. Either a policy grievance or actually have the members file individual grievances as they happen. If the clause is actually being abused the staff should be reimbursed. If you do not have a union, Option 2 is the proper way to do it. None of the ...


28

After reading the chat transcript, nTino, your entire premise is wrong. The boss promised web services to multiple stakeholders in the company. Your job is to implement them. Instead, you refuse to do so, repeatedly. Bye-bye. BOSS 11:22 AM: I have already indicated that there will be webservices ME 11:22 AM: That doesn't mean that we need to provide ...


25

To me, there are a number of red flags here: You come across as thinking you know better than this staff member and aren't willing to discuss things: "that I knows the best", "he has to follow me". Being a team lead is about persuading people that you are the lead, not just asserting your authority. Not giving him any work. Did you seriously think that this ...


24

There's too much to address here, but I'll cover some things that I think are important. First, your write-up speaks largely of your attitude and approach to managing employees. It also shows that you are very new to management or just very insecure. If your first assumption of taking on the management role is that "everyone else is terrible but me", then ...


23

My first idea was to add a tests, verified by a continuous integration system, so that it would limit the amount of harm he can make to your project, which is also the point of li x answer. Then, there is the issue that this guy is actually making money for the company, in a perverse way. By having the customer pay on the hours spent, it turns to be a ...


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