172

You'll have the most luck persuading your co-worker to recognize their contributions to the collective problem, when you start by recognizing your own. Case in point: having proper IDE is more relevant than ever That would actually be a severe misunderstanding of the basic norms of sanity in modern software development. Modern projects utterly rely on the ...


68

There is only one way to mitigate the "under-sleep" problem: allow your employees to have a healthy life, and to separate the job life from the private life. Other than that, you need somebody who understands management to deal with the things. Based on the work needed, they will estimate the resources required: how many people, their required ...


41

How to approach this man and reasonably negotiate with him ? You cannot do more than you have done already. This is a management problem. They just don't want to deal with it. So the best thing to do is take it back to them but with the solution that he works on something in particular that doesn't disrupt the team.


34

Pulling together some themes here: Lack of proper management Some division to the team as to effective practices An implication that the "stubborn" colleague might have available time This person is more comfortable with command line than the rest of the team A need to access an individual's machine on order to resolve a problem As indicated by @...


22

This has nothing to do with age but everything to do with refusing to work in a team. Talk to your management, explain the problem, and tell them that you need a developer willing to work in your team, and that if your manager can’t talk sense into him, then you’ll have to let him go and let him find a position that wants him, and replace him with someone ...


17

This answer will include the edit the OP posted. Let's identify the problems here (as you outline them): This dev uses tools he likes He does not follow coding style He's lagging behind and your team missed deadlines because of it His work laptop/PC couldn't be efficiently used by another team member So, we have 1 non-issue, 2 "sort-of" issues ...


16

I work in small startup company, during the sprints we have very stressful atmosphere, caused by short deadlines and underslept personnel. How can I handle or at least mitigate this situation as a manager ? You need to either better manage expectations of stakeholders, and thus reduce the workload that goes onto the team (by removing features, cutting ...


14

Is there anyway I could've handled it better? Any specific phrasing? I think you handled it well, given that you state you asked for it calmly and even tried to empathize with her despite her unprofessional action. Is it better to have these talks one on one or have other people around so they can't say I was harassing them? Unless the situation escalates ...


14

Will I get fired for telling her I can't? Only your boss can answer that! Basically, how do i go about politely explaining the mistake ? More than polite, be clear. Tell them clearly these are your school hours and you cannot work in these slots. Apologise for any confusion or miscommunication earlier but convey your schedule conflict without any ...


10

Do not allow people to work for more than 40 hours a week. Various studies have shown that people simply can not work efficiently for more than 40 hours a week over longer stretches of time. Overstraining this stress level results in lack of concentration which reduces the work output and increases the amount of mistakes made. The result is that the weekly ...


7

It should also be noted that a successful part of negotiating is not just trying to change him, but trying to come to a mutually beneficial agreement. Was he part of the discussion when everybody decided what tools to use? If not, maybe have that discussion again in a productive way. Let people (especially him) talk about tools they would like to use and ...


5

How could I find the target public company's largest customers so I could contact them and ask them if they could contact the target company? So you're looking to leverage a pre-existing relationship between your "Target" company and one of their large customers to get yourself a deal with the Target. Which is not, in of itself completely ...


5

How to I tell my coworker to back off in a professional manner" Never raise your voice. Tell her that because you are recovering from your injury you need to take fewer questions and she can help you by: a.) Do as much research on her own before asking a question. b.) Take notes when you give an answer so you don't have to repeat yourself. c.) Don't ...


5

(Having, full-disclosure, for many years been such a manager ...) "That's what your manager is for." Without further attempting to engage your co-worker in whatever conflict might apparently exist between the two of you, immediately and in private conversation present the entire matter to your manager. And then, as your manager seeks to resolve ...


4

It would be inappropriate to communicate with employees and try to get hints on what the questions may be about. It was already a bit inappropriate to form connections on LinkedIn with existing employees, though much more mildly. At best, you'll be seen as unsure and desperate. At worst, dishonest and subvertive. If the field is very broad, they will give ...


4

it would've came across that I was throwing the PM under the bus. I'd have preferred to avoid doing this because I'm not that sort of person, so I sent the aforementioned Director a DM instead. Seems to me that those questions where addressed to the PM, so she was the one that should have answered. You didn't had to "throw her under the bus"; a ...


4

There are a couple problems here: Firstly, your team is not being given the resources it needs. You needed a bunch of data, presumably the PM knew about this, and the PM did not allocate resources to get that data (until you asked for it). Even when the resources were allocated, they were only allocated half-assed; the tool is there but the data is not, ...


4

This is tricky to answer without knowing how your boss handles similar situations, and your previous job performance. I'll make two assumptions: Your boss is fair and understanding. This is the first negative situation that could be attributed to you. Under these conditions, I would accept the blame in a very specific way. First, I would outline what the ...


4

If you have explored every avenue with the person and they refuse to cooperate (and you have asked that person to come up with a mutually satisfactory compromise), I would ask for an open meeting between the full team and management. Tell the person that you are going to do this. If management refuse such a meeting and refuse to take responsibility, I would ...


3

Make yourself less available. Do this however you need to, be it sitting with a headset on, pretending to be on a call, booking out a meeting room where you can sit quietly by yourself and work, or even moving desks. When she wheel's over, tell her you're in the middle of something and you'll be over when you've finished. If you're working from home, maybe ...


3

It's possible you may, and that's unfair (but life). It's more likely you'll get moved to a shift that suites your availability better. You probably are free nights and weekends - that's when you should be working. Talking to your boss ASAP to get it fixed is the best solution for both of you. There's no magic way of phrasing this that will make it right; I'...


2

First of all: do the things that you are asked to do, and try to do them well and in time. If you don‘t understand a task: ask for clarification and don‘t just tart with whatever you thought you understood. The lost time by doing the wrong thing is much worse than somebody explaining your task to you a second time. If you understood the task but don‘t know ...


2

Would it help to encourage her to put any questions in writing - such as email? That way you can respond by the same route. You get longer to think about it, and do defer responding if you're busy. And it may also stop her needing to ask the same question again.


2

What you ask is against all logic. You want a company "Cabc" to reveal its biggest customers, so you can contact the customers, completely bypassing "Cabc" ... The list of customers is, quite often, a very important trade secret. Disclosing such information without permission is most likely illegal. Therefore, no sane individual (lawyer ...


2

Now, I have someone far more senior than I constantly asking me for advice on how to do HER job, asking me for technical solutions to her problems, and asking me about how to write her documents. It's worth taking a step back and acknowledging that to an extent, recognizing and leveraging the capabilities of other employees is exactly how higher level ...


1

I think there are 2 parts to this: How to handle a colleague who is overusing you for your knowledge and skills, and how to handle a colleague who is bugging you. The 2 definitely can overlap and have similarities. It is a great thing when colleagues use each other to build up ideas, poke holes in theories, share best practices, etc. However, it can quickly ...


1

I am that stubborn co-worker, in a completely different environment (not software development), so maybe a different perspective will help you: First, I don't use my personal choice of tools in order to make trouble for others, I use it because it works best for me, because I work more efficiently using it, and because work pressures don't allow me to be ...


1

If someone ever shouts at you, walk away, NO ONE has the right to shout at you under any circumstance. We are all people, it does not matter if someone has a made up title within a work place, a bigger pay cheque, worked there longer, they are no better than anyone else. Sometimes you have to bite the bullet at work and do things you don't want to, but ...


1

As an addition to other answers, I would like to suggest that if you are male, then avoid confrontations with her if there are no people or cameras present in room, or move to another department/team if possible.


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