Competitive colleague trying to take my big project - help!
January 19, 2015 10:49 AM Subscribe
A colleague of mine is fairly new to the organisation and wants to make a big splash. So far, however, although he talks a very good game his actual work has been a real letdown to those who have seen it. I, unfortunately, do not talk a good game (though I'm working on it). My work, however, is considered excellent.
I'll call competitive colleague Jim. I was given a lead role on a new project by a manager who really believes in me but who has unfortunately just transferred to another department. The new manager doesn't know me or Jim very well at all - just via a couple of presentations I've given. However, Jim has so far gotten on her good side by inventing problems that don't exist and offering to solve them, and the new manager seems to be falling for this. Last week, I believe Jim went behind my back to express concerns about the project and question my leadership of it. So today in a big meeting, after I gave a status update, new boss said I can still lead on the project but she wants me to form a working group with several other members of the team and include Jim.
I need to figure out what to do next. I highly suspect Jim wants to take my role as it's pretty prestigious and seen as a good step towards promotion. I, of course, want to keep my role and I know I can do it well. In fact several other members of the team and of management have complimented me on my work this far. I know one of the things I need to do is give new boss more visibility of this project, so I'm planning to ask her to grab a coffee with me so I can go over my work plan and how I've set everything up so far.
In terms of the working group, I can try to either:
1. Give Jim a clearly defined role which hopefully he can't mess up too badly, try to keep him in his place as best I can, and count on the fact that new boss will catch on to his incompetence soon enough
2. Set up a working group that doesn't include Jim and try to explain to boss that I'd rather not have him on the group because he's relatively new and I don't have time to get him up to speed (unless there's a better reason/excuse I can give?).
I'm leaning towards option 1, as 2 could get me branded as a troublemaker and not a team player? And Jim has already screwed up another project in another department so perhaps it's just a matter of time? New boss unfortunately doesn't know about this other project and really seems to like Jim. But if I take option 1, how do I manage him? I've thought about actually coming out and telling him that we will both look better if we cooperate rather than compete. Is this a good idea? Any script or phrases I can use?
Jim is an aggressive, smith-talking man, I'm a soft-spoken female, and we're in a male dominated workforce.
I'll call competitive colleague Jim. I was given a lead role on a new project by a manager who really believes in me but who has unfortunately just transferred to another department. The new manager doesn't know me or Jim very well at all - just via a couple of presentations I've given. However, Jim has so far gotten on her good side by inventing problems that don't exist and offering to solve them, and the new manager seems to be falling for this. Last week, I believe Jim went behind my back to express concerns about the project and question my leadership of it. So today in a big meeting, after I gave a status update, new boss said I can still lead on the project but she wants me to form a working group with several other members of the team and include Jim.
I need to figure out what to do next. I highly suspect Jim wants to take my role as it's pretty prestigious and seen as a good step towards promotion. I, of course, want to keep my role and I know I can do it well. In fact several other members of the team and of management have complimented me on my work this far. I know one of the things I need to do is give new boss more visibility of this project, so I'm planning to ask her to grab a coffee with me so I can go over my work plan and how I've set everything up so far.
In terms of the working group, I can try to either:
1. Give Jim a clearly defined role which hopefully he can't mess up too badly, try to keep him in his place as best I can, and count on the fact that new boss will catch on to his incompetence soon enough
2. Set up a working group that doesn't include Jim and try to explain to boss that I'd rather not have him on the group because he's relatively new and I don't have time to get him up to speed (unless there's a better reason/excuse I can give?).
I'm leaning towards option 1, as 2 could get me branded as a troublemaker and not a team player? And Jim has already screwed up another project in another department so perhaps it's just a matter of time? New boss unfortunately doesn't know about this other project and really seems to like Jim. But if I take option 1, how do I manage him? I've thought about actually coming out and telling him that we will both look better if we cooperate rather than compete. Is this a good idea? Any script or phrases I can use?
Jim is an aggressive, smith-talking man, I'm a soft-spoken female, and we're in a male dominated workforce.
Go to your manager and ask for clarification. Ask her if she wants you to form a team to help train them since your work has a reputation for being excellent or if she wants you to form a team because she believes you need help. If it is for training purposes, thank her for the opportunity and give her progress reports and your honest opinion of the jerk. If it is, as you believe it to be, then assure her that you have the project in hand, thank her for thinking of you, and tell her that you will let her know if her kind offer is needed. Oh, and every time you mention the jerk's name, make a sour face. :)
posted by myselfasme at 10:56 AM on January 19, 2015 [2 favorites]
posted by myselfasme at 10:56 AM on January 19, 2015 [2 favorites]
Best answer: If he's already gone behind your back, you know what type of person you are dealing with. Trying to set up some kind of cooperation relationship with him will most assuredly result in more backstabbing from him. These kinds of people do not change the way they operate, so don't even bother trying to get along with him. It would take a much more experienced manager to deal with his behavior, and even then it's not easy.
Have the coffee meeting. Go prepared with a great work plan to prove you have it under control. Give a decently in-depth summary of how you plan to use your new team members' individual strengths to contribute to your project. Ask a few diversionary questions about the other team members and how you could handle a few very minor issues with their work. Leave your nemesis for last, and after listing a few strengths and how you will use them, throw in some harder points about what you specifically perceive as his weaknesses. Make it factual and use very specific language. "I am concerned that the quality of his work output has been overstated. How would you suggest this be handled?"
You can do it, but very carefully. The goal here is to state your concerns in the most professional manner you can, without crossing that line and making it personal. It's all about the project.
posted by raisingsand at 11:21 AM on January 19, 2015 [4 favorites]
Have the coffee meeting. Go prepared with a great work plan to prove you have it under control. Give a decently in-depth summary of how you plan to use your new team members' individual strengths to contribute to your project. Ask a few diversionary questions about the other team members and how you could handle a few very minor issues with their work. Leave your nemesis for last, and after listing a few strengths and how you will use them, throw in some harder points about what you specifically perceive as his weaknesses. Make it factual and use very specific language. "I am concerned that the quality of his work output has been overstated. How would you suggest this be handled?"
You can do it, but very carefully. The goal here is to state your concerns in the most professional manner you can, without crossing that line and making it personal. It's all about the project.
posted by raisingsand at 11:21 AM on January 19, 2015 [4 favorites]
Best answer: Agree. Set time for a one-on-one with your manager to discuss the team. Ask WHY a team is necessary.
1. What purpose would having more people on the project serve?
2. What functions would be enhanced (where are the perceived shortfalls?)
3. What does she need to see from you to be assured that things are progressing well? Written reports, benchmarks, something else.)
If you have a concern about adding Jim to the team, SAY SO. "I appreciate that you understand how important this project is. If I am to lead a team, I'd like to select the folks that I think will have a positive impact on the project. While Jim is very articulate in some areas, I don't think he's currently up to speed on Foo and Bah. I think Joe or Lisa would be a better fit since they've worked on the X project which is very similar."
You are allowed to speak your mind honestly and with candor so long as you keep all emotion out of it and stick to the facts.
posted by Ruthless Bunny at 11:23 AM on January 19, 2015 [10 favorites]
1. What purpose would having more people on the project serve?
2. What functions would be enhanced (where are the perceived shortfalls?)
3. What does she need to see from you to be assured that things are progressing well? Written reports, benchmarks, something else.)
If you have a concern about adding Jim to the team, SAY SO. "I appreciate that you understand how important this project is. If I am to lead a team, I'd like to select the folks that I think will have a positive impact on the project. While Jim is very articulate in some areas, I don't think he's currently up to speed on Foo and Bah. I think Joe or Lisa would be a better fit since they've worked on the X project which is very similar."
You are allowed to speak your mind honestly and with candor so long as you keep all emotion out of it and stick to the facts.
posted by Ruthless Bunny at 11:23 AM on January 19, 2015 [10 favorites]
I don't mean to do gender stereotyping, but as a man, this really resonates with me: You are allowed to speak your mind honestly and with candor so long as you keep all emotion out of it and stick to the facts (credit to Ruthless Bunny). If it's a male-dominated culture, definitely don't view it as a relationship-based issue, but as others describe it above.
posted by tippiedog at 1:22 PM on January 19, 2015 [4 favorites]
posted by tippiedog at 1:22 PM on January 19, 2015 [4 favorites]
Best answer: First off: I feel for you. This isn't only a gender thing. I'm a guy, I've been a project lead and had people - both male and female - attempt to stab me in the back. It's hell.
I've tried the "talk to Jim and suggest that we cooperate, not compete" thing and all I can say is: it did not work well for me at all. My experience was that they nodded their head and agreed and then quickly abused whatever small amount of faith I was willing to invest in them.
I don't know all of the details of your situation, but on the face of it: unfortunately, you should have acted on this within the first day or two of your new manager coming on-board. But that does not mean it's too late.
Can you set up a regular private meeting (weekly, or whatever is appropriate) with your new manager to give status and discuss general project issues? This is a good proactive thing to do in general, makes mgmt feel all warm and fuzzy. But it also gives you a chance to level with them about Jim.
I completely understand not wanting to "go behind someone's back" and to want to attempt to handle this kind of personal head-butting without getting your manager involved. But my sad experience is that sometimes you really have no choice. This appears to be such a situation. I mean, face it: if Jim is going to be a constant source of disruption on the project, it's probably better to tell your new manager now instead of letting her find out later. Doing this does not make you a "trouble-maker" - doing this makes you a responsible project leader who isn't afraid to take on tough tasks.
When you discuss Jim with your new manager, make sure you have some concrete examples of his ability to perform poorly. Yeah, that feels all underhanded, I know, but the sad truth is that your manager is probably not going to simply accept your word that Jim is a poor performer. You'll need to have at least one or two solid examples to 'prove' that he's not the go-getter he pretends to be.
You mentioned that Jim had screwed up some other project? How well do you know any of the people involved in that? Perhaps coffee with the team lead might be in order?
So today in a big meeting, after I gave a status update, new boss said I can still lead on the project but she wants me to form a working group ...
*sigh* I can't say I'm impressed with new boss making this kind of public announcement without talking it over with you first. Although it underscores the need for you and new boss to have a regular sit-down status meeting.
One final thing: don't neglect opportunities to show off your own strengths and achievements. Effective leadership in this kind of job often requires that your group acknowledges and respects your expertise. You're going to have to prove yourself again to your new manager.
I wish you the best with this. Being a project lead can be one of the best jobs in the world. But all it takes is one "Jim" to blow it all to hell.
(In case you wonder: I have 30 years experience working in a big corporation).
posted by doctor tough love at 2:53 PM on January 19, 2015 [1 favorite]
I've tried the "talk to Jim and suggest that we cooperate, not compete" thing and all I can say is: it did not work well for me at all. My experience was that they nodded their head and agreed and then quickly abused whatever small amount of faith I was willing to invest in them.
I don't know all of the details of your situation, but on the face of it: unfortunately, you should have acted on this within the first day or two of your new manager coming on-board. But that does not mean it's too late.
Can you set up a regular private meeting (weekly, or whatever is appropriate) with your new manager to give status and discuss general project issues? This is a good proactive thing to do in general, makes mgmt feel all warm and fuzzy. But it also gives you a chance to level with them about Jim.
I completely understand not wanting to "go behind someone's back" and to want to attempt to handle this kind of personal head-butting without getting your manager involved. But my sad experience is that sometimes you really have no choice. This appears to be such a situation. I mean, face it: if Jim is going to be a constant source of disruption on the project, it's probably better to tell your new manager now instead of letting her find out later. Doing this does not make you a "trouble-maker" - doing this makes you a responsible project leader who isn't afraid to take on tough tasks.
When you discuss Jim with your new manager, make sure you have some concrete examples of his ability to perform poorly. Yeah, that feels all underhanded, I know, but the sad truth is that your manager is probably not going to simply accept your word that Jim is a poor performer. You'll need to have at least one or two solid examples to 'prove' that he's not the go-getter he pretends to be.
You mentioned that Jim had screwed up some other project? How well do you know any of the people involved in that? Perhaps coffee with the team lead might be in order?
So today in a big meeting, after I gave a status update, new boss said I can still lead on the project but she wants me to form a working group ...
*sigh* I can't say I'm impressed with new boss making this kind of public announcement without talking it over with you first. Although it underscores the need for you and new boss to have a regular sit-down status meeting.
One final thing: don't neglect opportunities to show off your own strengths and achievements. Effective leadership in this kind of job often requires that your group acknowledges and respects your expertise. You're going to have to prove yourself again to your new manager.
I wish you the best with this. Being a project lead can be one of the best jobs in the world. But all it takes is one "Jim" to blow it all to hell.
(In case you wonder: I have 30 years experience working in a big corporation).
posted by doctor tough love at 2:53 PM on January 19, 2015 [1 favorite]
Response by poster: Well, I kind of did it, but I managed to screw it up pretty badly. I met with the manager and asked to choose my own team. I showed her evidence that the guy's work isn't up to standard. I also unfortunately made a big mistake and descended into some gossip by saying that he had upset other members of the team by claiming someone was junior to him who wasn't and by saying he should get paid more than us because he's more experienced. These things are true but I shouldn't have reported them as they're not relevant to the topic.
Anyway, this boss was very nice about it and said I could indeed choose my own team. She agreed that the guy's work looked poor. But then she told me I was wrong - he hadn't back stabbed me. It was a coincidence that he had criticised my work to me just before she asked me to work with him. She told me not to worry about it. However I'm wracked with guilt. It's actually me now who's the snitch because I got paranoid and jumped to conclusions. I am such an idiot. Any ideas of next steps? How can I make this up to the guy? I feel awful.
posted by hazyjane at 3:26 AM on January 24, 2015
Anyway, this boss was very nice about it and said I could indeed choose my own team. She agreed that the guy's work looked poor. But then she told me I was wrong - he hadn't back stabbed me. It was a coincidence that he had criticised my work to me just before she asked me to work with him. She told me not to worry about it. However I'm wracked with guilt. It's actually me now who's the snitch because I got paranoid and jumped to conclusions. I am such an idiot. Any ideas of next steps? How can I make this up to the guy? I feel awful.
posted by hazyjane at 3:26 AM on January 24, 2015
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posted by hazyjane at 10:52 AM on January 19, 2015 [9 favorites]