A manager leads a creative team and is building systems and procedures. A newer direct report, Triana, frequently interrupts with suggestions without full context, distracting the manager during complex work. The manager repeatedly explains that changes cannot be made “just” because of constraints, but wants to avoid a rigid, non-collaborative style. Triana also asks other team members questions that could be answered through searches or FAQs. The manager is new to giving feedback that addresses personality and behavior rather than performance, and seeks guidance on how to handle the situation while maintaining collaboration.
"Welcome to managing a bigger team and experiencing the rich variety of ways humans can annoy one another in a workplace! You're a good manager for encouraging a collaborative atmosphere, being patient with Triana, and (usually) welcoming feedback. It may take some of the stress out of giving feedback if y"
"She's very quick to jump up, come over, and start showing me something on her phone or computer, and it's very distracting when I'm working through a complicated issue."
"I find myself saying multiple times a day something to the effect of, "No, Triana, we can't 'just do it this way,' because of X." She's eager to help and share her experience."
"But in general, I want to hear a lot less from her about how she used to do things at her old company, etc. Ironically, when she hits a stumbling block, she is very quick to bother other people on the team with questions that can be easily solved with an internet search or by reading through the software's frequently asked questions (FAQ) page."
Read at Slate Magazine
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