4 ms·

So how do you suggest addressing this? Continue to cover and try to get them to do less harm?

ziddoap 8y ago
It's really hard to say as these situations are hugely complex and there's only so much info I have to go on (and this is all in my experience anyways... your mileage may vary, and I'm often wrong). Putting myself in your shoes I see two options: 1) Simply do not address it. Do your work, day in and day out. Do a damn good job of your work. Help out when able to, but don't stretch yourself thin to try and rescue a project and don't try to cover up for someone else (and thus taking responsibility in the end). When your manager addresses the group you BOTH know they are addressing your sole coworker -- so these group talks really don't matter and don't reflect on you (given what you've said about your manager being resonable is true). Maybe your manager just can't handle confrontation and thinks these group talks are adequate to get the message to the lone coworker. If this is the case, honestly just ignore the group chats and do a good job at the things within your job description. 2) Instead of approaching it head-on as a "you need to manage better" or a "you need to get rid of this person" problem, have you considered approaching your manager and/or CEO for a management or mentorship position yourself? If thats something your interested in, of course. I whole-heartedly think that you SHOULD be able to approach your manager with a situation like this. That's what they're supposed to be there for. But, in my experience anyways, it never works out. You're either labled a snitch, a suck-up, or reprimended for "overstepping your bounds". In corporate life, I find it best to be VERY mindful of where my job duties end. If your job duties don't include managing other staff members, I would advise doing everything in your power to avoid "managing your manager", even if justified. Unless it is outright sabotage, ignore it and do your duties to the best of your ability. Smart managers will recognize you for it. Or, you find out that you'd rather be working somewhere else.
- ziddoap 8y ago
  Just to add... If everyone in the office and even outside clients are not only noticing the slowdown but also able to point at the root cause (your coworker), you really don't need to stick your own neck out there to let them know something they are aware of. It's already known. Let the situation come to fruition at it's own pace.
verdverm 8y ago
I'd talk to the manager, try to get them to say that this person is the root cause. If that doesn't work, go to your managers manager. If that is not ok, then the company has a hierarchy problem. Information needs to flow vertically, managers need a check from both sides on their (in)actions. Otherwise, get out of Dodge, like I did.

It's really hard to say as these situations are hugely complex and there's only so much info I have to go on (and this is all in my experience anyways... your mileage may vary, and I'm often wrong). Putting myself in your shoes I see two options: 1) Simply do not address it. Do your work, day in and day out. Do a damn good job of your work. Help out when able to, but don't stretch yourself thin to try and rescue a project and don't try to cover up for someone else (and thus taking responsibility in the end). When your manager addresses the group you BOTH know they are addressing your sole coworker -- so these group talks really don't matter and don't reflect on you (given what you've said about your manager being resonable is true). Maybe your manager just can't handle confrontation and thinks these group talks are adequate to get the message to the lone coworker. If this is the case, honestly just ignore the group chats and do a good job at the things within your job description. 2) Instead of approaching it head-on as a "you need to manage better" or a "you need to get rid of this person" problem, have you considered approaching your manager and/or CEO for a management or mentorship position yourself? If thats something your interested in, of course. I whole-heartedly think that you SHOULD be able to approach your manager with a situation like this. That's what they're supposed to be there for. But, in my experience anyways, it never works out. You're either labled a snitch, a suck-up, or reprimended for "overstepping your bounds". In corporate life, I find it best to be VERY mindful of where my job duties end. If your job duties don't include managing other staff members, I would advise doing everything in your power to avoid "managing your manager", even if justified. Unless it is outright sabotage, ignore it and do your duties to the best of your ability. Smart managers will recognize you for it. Or, you find out that you'd rather be working somewhere else.

ziddoap 8y ago
Just to add... If everyone in the office and even outside clients are not only noticing the slowdown but also able to point at the root cause (your coworker), you really don't need to stick your own neck out there to let them know something they are aware of. It's already known. Let the situation come to fruition at it's own pace.

verdverm 8y ago

I'd talk to the manager, try to get them to say that this person is the root cause. If that doesn't work, go to your managers manager. If that is not ok, then the company has a hierarchy problem. Information needs to flow vertically, managers need a check from both sides on their (in)actions. Otherwise, get out of Dodge, like I did.