Managing a team member when co-located





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I am co-located with my team member who reports to me. Near us, inside a room seating about 8 people, are other members from various unrelated teams.



Often there is banter and jokes, that are no different that those that happen in many workplaces. Some jokes are made at my expense but I have no issues with those.



I find, however, that my team-member is unable to differentiate work from play and of late, is treating me as more of a colleague than supervisor and has begun admonishing me when I make any work-related suggestions or advice.



How can this situation be improved please?










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  • 1




    What authority does being supervisor give you? And what sort of problems are these, suggestions or advice sounds like personal stuff rather than concrete implementations.
    – Kilisi
    2 days ago






  • 1




    What do you mean by co-located? In most work scenarios I've seen, managers and their direct reports work in minimally the same area of a building/workplace.
    – cdkMoose
    2 days ago










  • "How can this situation be improved please?" - have you discussed this with your team member at all? If not, start there.
    – Joe Strazzere
    2 days ago










  • How much are you his supervisor? Can you affect his review, benefits, salary, bonuses? IF not, you`re not really a supervisor
    – Strader
    19 hours ago

















up vote
1
down vote

favorite












I am co-located with my team member who reports to me. Near us, inside a room seating about 8 people, are other members from various unrelated teams.



Often there is banter and jokes, that are no different that those that happen in many workplaces. Some jokes are made at my expense but I have no issues with those.



I find, however, that my team-member is unable to differentiate work from play and of late, is treating me as more of a colleague than supervisor and has begun admonishing me when I make any work-related suggestions or advice.



How can this situation be improved please?










share|improve this question









New contributor




AK16 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
















  • 1




    What authority does being supervisor give you? And what sort of problems are these, suggestions or advice sounds like personal stuff rather than concrete implementations.
    – Kilisi
    2 days ago






  • 1




    What do you mean by co-located? In most work scenarios I've seen, managers and their direct reports work in minimally the same area of a building/workplace.
    – cdkMoose
    2 days ago










  • "How can this situation be improved please?" - have you discussed this with your team member at all? If not, start there.
    – Joe Strazzere
    2 days ago










  • How much are you his supervisor? Can you affect his review, benefits, salary, bonuses? IF not, you`re not really a supervisor
    – Strader
    19 hours ago













up vote
1
down vote

favorite









up vote
1
down vote

favorite











I am co-located with my team member who reports to me. Near us, inside a room seating about 8 people, are other members from various unrelated teams.



Often there is banter and jokes, that are no different that those that happen in many workplaces. Some jokes are made at my expense but I have no issues with those.



I find, however, that my team-member is unable to differentiate work from play and of late, is treating me as more of a colleague than supervisor and has begun admonishing me when I make any work-related suggestions or advice.



How can this situation be improved please?










share|improve this question









New contributor




AK16 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.











I am co-located with my team member who reports to me. Near us, inside a room seating about 8 people, are other members from various unrelated teams.



Often there is banter and jokes, that are no different that those that happen in many workplaces. Some jokes are made at my expense but I have no issues with those.



I find, however, that my team-member is unable to differentiate work from play and of late, is treating me as more of a colleague than supervisor and has begun admonishing me when I make any work-related suggestions or advice.



How can this situation be improved please?







united-kingdom manager team discipline






share|improve this question









New contributor




AK16 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.











share|improve this question









New contributor




AK16 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.









share|improve this question




share|improve this question








edited 16 hours ago









O. Jones

13.7k24070




13.7k24070






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asked Nov 14 at 13:18









AK16

10624




10624




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New contributor





AK16 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.






AK16 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.








  • 1




    What authority does being supervisor give you? And what sort of problems are these, suggestions or advice sounds like personal stuff rather than concrete implementations.
    – Kilisi
    2 days ago






  • 1




    What do you mean by co-located? In most work scenarios I've seen, managers and their direct reports work in minimally the same area of a building/workplace.
    – cdkMoose
    2 days ago










  • "How can this situation be improved please?" - have you discussed this with your team member at all? If not, start there.
    – Joe Strazzere
    2 days ago










  • How much are you his supervisor? Can you affect his review, benefits, salary, bonuses? IF not, you`re not really a supervisor
    – Strader
    19 hours ago














  • 1




    What authority does being supervisor give you? And what sort of problems are these, suggestions or advice sounds like personal stuff rather than concrete implementations.
    – Kilisi
    2 days ago






  • 1




    What do you mean by co-located? In most work scenarios I've seen, managers and their direct reports work in minimally the same area of a building/workplace.
    – cdkMoose
    2 days ago










  • "How can this situation be improved please?" - have you discussed this with your team member at all? If not, start there.
    – Joe Strazzere
    2 days ago










  • How much are you his supervisor? Can you affect his review, benefits, salary, bonuses? IF not, you`re not really a supervisor
    – Strader
    19 hours ago








1




1




What authority does being supervisor give you? And what sort of problems are these, suggestions or advice sounds like personal stuff rather than concrete implementations.
– Kilisi
2 days ago




What authority does being supervisor give you? And what sort of problems are these, suggestions or advice sounds like personal stuff rather than concrete implementations.
– Kilisi
2 days ago




1




1




What do you mean by co-located? In most work scenarios I've seen, managers and their direct reports work in minimally the same area of a building/workplace.
– cdkMoose
2 days ago




What do you mean by co-located? In most work scenarios I've seen, managers and their direct reports work in minimally the same area of a building/workplace.
– cdkMoose
2 days ago












"How can this situation be improved please?" - have you discussed this with your team member at all? If not, start there.
– Joe Strazzere
2 days ago




"How can this situation be improved please?" - have you discussed this with your team member at all? If not, start there.
– Joe Strazzere
2 days ago












How much are you his supervisor? Can you affect his review, benefits, salary, bonuses? IF not, you`re not really a supervisor
– Strader
19 hours ago




How much are you his supervisor? Can you affect his review, benefits, salary, bonuses? IF not, you`re not really a supervisor
– Strader
19 hours ago










2 Answers
2






active

oldest

votes

















up vote
2
down vote













The longer this goes on the harder it will take to deal with. You need to assert your authority.



Remwmber the old saying "praise in public, criticise in private". If the last incident was very recent, call them into a meeting as soon as possible. Otherwise, you can wait until the next issue, then take them aside. If you don't feel comfortable solo do so with a witness present in case you are worried about a "he said she said" type of scenario.



Inform them that you are not their friend, you are their supervisor. If they are still on probation, remind them of that fact and explain exactly what that means in terms of their employment. Tell them what you expect, and ask them if they understand.



And this is the most important part: if they persist in their behaviour you need to escalate it and take appropriate actions.






share|improve this answer




























    up vote
    0
    down vote













    There's an effective formula for the kind of conversation you need to have with this employee of yours.




    1. make sure it is a private conversation, and cannot be overheard by anybody.

    2. tell the person you have something to say and you don't want to be interrupted until you have finished speaking.

    3. describe, specifically, the unwanted behavior.

    4. describe its negative effect on your department and company.

    5. ask for a change.


    For example:




    Jack, yesterday I asked you to fill out your TPS report, You said you
    thought it was a waste of time, and you refused to do it. Your refusal
    causes problems for our department: the front office needs those
    reports to plan next quarter's work. If they don't have our reports, they
    can't plan well.



    Please understand this: part of my job is giving you instructions about
    how to do yours. Please, in future, follow my instructions. And,
    please get that TPS report done by noon. Thanks.




    Don't expect him to smack his forehead and say "you're right! I'm sorry!" It is hard for people to do that. It will take him some time -- overnight or longer -- to take your words on board. But he MUST take them on board.



    If this doesn't work, ask your supervisor or human resource person about how to take this matter of discipline to the next level.






    share|improve this answer





















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      2 Answers
      2






      active

      oldest

      votes








      2 Answers
      2






      active

      oldest

      votes









      active

      oldest

      votes






      active

      oldest

      votes








      up vote
      2
      down vote













      The longer this goes on the harder it will take to deal with. You need to assert your authority.



      Remwmber the old saying "praise in public, criticise in private". If the last incident was very recent, call them into a meeting as soon as possible. Otherwise, you can wait until the next issue, then take them aside. If you don't feel comfortable solo do so with a witness present in case you are worried about a "he said she said" type of scenario.



      Inform them that you are not their friend, you are their supervisor. If they are still on probation, remind them of that fact and explain exactly what that means in terms of their employment. Tell them what you expect, and ask them if they understand.



      And this is the most important part: if they persist in their behaviour you need to escalate it and take appropriate actions.






      share|improve this answer

























        up vote
        2
        down vote













        The longer this goes on the harder it will take to deal with. You need to assert your authority.



        Remwmber the old saying "praise in public, criticise in private". If the last incident was very recent, call them into a meeting as soon as possible. Otherwise, you can wait until the next issue, then take them aside. If you don't feel comfortable solo do so with a witness present in case you are worried about a "he said she said" type of scenario.



        Inform them that you are not their friend, you are their supervisor. If they are still on probation, remind them of that fact and explain exactly what that means in terms of their employment. Tell them what you expect, and ask them if they understand.



        And this is the most important part: if they persist in their behaviour you need to escalate it and take appropriate actions.






        share|improve this answer























          up vote
          2
          down vote










          up vote
          2
          down vote









          The longer this goes on the harder it will take to deal with. You need to assert your authority.



          Remwmber the old saying "praise in public, criticise in private". If the last incident was very recent, call them into a meeting as soon as possible. Otherwise, you can wait until the next issue, then take them aside. If you don't feel comfortable solo do so with a witness present in case you are worried about a "he said she said" type of scenario.



          Inform them that you are not their friend, you are their supervisor. If they are still on probation, remind them of that fact and explain exactly what that means in terms of their employment. Tell them what you expect, and ask them if they understand.



          And this is the most important part: if they persist in their behaviour you need to escalate it and take appropriate actions.






          share|improve this answer












          The longer this goes on the harder it will take to deal with. You need to assert your authority.



          Remwmber the old saying "praise in public, criticise in private". If the last incident was very recent, call them into a meeting as soon as possible. Otherwise, you can wait until the next issue, then take them aside. If you don't feel comfortable solo do so with a witness present in case you are worried about a "he said she said" type of scenario.



          Inform them that you are not their friend, you are their supervisor. If they are still on probation, remind them of that fact and explain exactly what that means in terms of their employment. Tell them what you expect, and ask them if they understand.



          And this is the most important part: if they persist in their behaviour you need to escalate it and take appropriate actions.







          share|improve this answer












          share|improve this answer



          share|improve this answer










          answered 2 days ago









          user1666620

          8,36173229




          8,36173229
























              up vote
              0
              down vote













              There's an effective formula for the kind of conversation you need to have with this employee of yours.




              1. make sure it is a private conversation, and cannot be overheard by anybody.

              2. tell the person you have something to say and you don't want to be interrupted until you have finished speaking.

              3. describe, specifically, the unwanted behavior.

              4. describe its negative effect on your department and company.

              5. ask for a change.


              For example:




              Jack, yesterday I asked you to fill out your TPS report, You said you
              thought it was a waste of time, and you refused to do it. Your refusal
              causes problems for our department: the front office needs those
              reports to plan next quarter's work. If they don't have our reports, they
              can't plan well.



              Please understand this: part of my job is giving you instructions about
              how to do yours. Please, in future, follow my instructions. And,
              please get that TPS report done by noon. Thanks.




              Don't expect him to smack his forehead and say "you're right! I'm sorry!" It is hard for people to do that. It will take him some time -- overnight or longer -- to take your words on board. But he MUST take them on board.



              If this doesn't work, ask your supervisor or human resource person about how to take this matter of discipline to the next level.






              share|improve this answer

























                up vote
                0
                down vote













                There's an effective formula for the kind of conversation you need to have with this employee of yours.




                1. make sure it is a private conversation, and cannot be overheard by anybody.

                2. tell the person you have something to say and you don't want to be interrupted until you have finished speaking.

                3. describe, specifically, the unwanted behavior.

                4. describe its negative effect on your department and company.

                5. ask for a change.


                For example:




                Jack, yesterday I asked you to fill out your TPS report, You said you
                thought it was a waste of time, and you refused to do it. Your refusal
                causes problems for our department: the front office needs those
                reports to plan next quarter's work. If they don't have our reports, they
                can't plan well.



                Please understand this: part of my job is giving you instructions about
                how to do yours. Please, in future, follow my instructions. And,
                please get that TPS report done by noon. Thanks.




                Don't expect him to smack his forehead and say "you're right! I'm sorry!" It is hard for people to do that. It will take him some time -- overnight or longer -- to take your words on board. But he MUST take them on board.



                If this doesn't work, ask your supervisor or human resource person about how to take this matter of discipline to the next level.






                share|improve this answer























                  up vote
                  0
                  down vote










                  up vote
                  0
                  down vote









                  There's an effective formula for the kind of conversation you need to have with this employee of yours.




                  1. make sure it is a private conversation, and cannot be overheard by anybody.

                  2. tell the person you have something to say and you don't want to be interrupted until you have finished speaking.

                  3. describe, specifically, the unwanted behavior.

                  4. describe its negative effect on your department and company.

                  5. ask for a change.


                  For example:




                  Jack, yesterday I asked you to fill out your TPS report, You said you
                  thought it was a waste of time, and you refused to do it. Your refusal
                  causes problems for our department: the front office needs those
                  reports to plan next quarter's work. If they don't have our reports, they
                  can't plan well.



                  Please understand this: part of my job is giving you instructions about
                  how to do yours. Please, in future, follow my instructions. And,
                  please get that TPS report done by noon. Thanks.




                  Don't expect him to smack his forehead and say "you're right! I'm sorry!" It is hard for people to do that. It will take him some time -- overnight or longer -- to take your words on board. But he MUST take them on board.



                  If this doesn't work, ask your supervisor or human resource person about how to take this matter of discipline to the next level.






                  share|improve this answer












                  There's an effective formula for the kind of conversation you need to have with this employee of yours.




                  1. make sure it is a private conversation, and cannot be overheard by anybody.

                  2. tell the person you have something to say and you don't want to be interrupted until you have finished speaking.

                  3. describe, specifically, the unwanted behavior.

                  4. describe its negative effect on your department and company.

                  5. ask for a change.


                  For example:




                  Jack, yesterday I asked you to fill out your TPS report, You said you
                  thought it was a waste of time, and you refused to do it. Your refusal
                  causes problems for our department: the front office needs those
                  reports to plan next quarter's work. If they don't have our reports, they
                  can't plan well.



                  Please understand this: part of my job is giving you instructions about
                  how to do yours. Please, in future, follow my instructions. And,
                  please get that TPS report done by noon. Thanks.




                  Don't expect him to smack his forehead and say "you're right! I'm sorry!" It is hard for people to do that. It will take him some time -- overnight or longer -- to take your words on board. But he MUST take them on board.



                  If this doesn't work, ask your supervisor or human resource person about how to take this matter of discipline to the next level.







                  share|improve this answer












                  share|improve this answer



                  share|improve this answer










                  answered 16 hours ago









                  O. Jones

                  13.7k24070




                  13.7k24070






















                      AK16 is a new contributor. Be nice, and check out our Code of Conduct.










                       

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