Maureen Metcalf

As I think about how to develop people and what I look for, I consider the following:


1. What are the responsibilities - I am responsible for projects, people, outcomes (the greater responsibility measured by the combination)
2. What is the time horizon and complexity of their thinking and work (ex. implementing an enterprise project with a 5 year impact is different than a small department ... Read more

I agree with the prior answers.

1. New team member will impact the dynamics
2. Some people will struggle working with someone younger
3. Some people will take the inclusion of a younger person as a sign you are attending to smart succession planning

As someone who coaches lots of leaders (some because they are disrupting teams), I would want to make sure this candidate has strong leadership ski... Read more

I use the assessment created by the Institute for Strategic Clarity. It was created by Harvard Researcher Jim Ritchie-Dunham. It looks at 5 key relationships that drive successful morale. I used it with a state agency in Ohio. The control group had low morale (assessed based on consulting work). The agency had just split into two groups and employees were "fleeing" from the initial group. Even ke... Read more

My response is similar. A 360 multi-rater assessment helps us see how others see our behaviors. This allows you to expose people to the impact their behavior has on others. The other question is how do they become more aware - that is more complex because internal (and often unconscious) bias is hard to identify.

I often facilitate workshops where people rate themselves on specific behaviors the... Read more

I fully understand the desire to separate yourself from the employee and as a boss it is important that you make a reasonable effort to resolve the issues before taking that approach.

It seems important to make a good faith effort to "restore the balance" between you and this employee. I did something similar in my first year out of college. My boss called me in and explained how the process w... Read more

This negativity can be toxic. During change most people have concerns, fears and doubts AND there is a way to manage them to acknowledge and leverage them for positive resolution.There is some strong research that suggests the negative impact of unaddressed concerns can be catastrophic so it can not be allowed to persist. It can be stopped by transparent communication, clarifying agreements and b... Read more

What a great question.

Do you have a standard performance appraisal that describes goals and expectations? This will be important as a starting point and if nothing standard - you may want to create something for your conversations and one on one meetings.

It might be useful to align with their local Indian manager and co-deliver the feedback so everyone is aligned on expectations. This will a... Read more

I also agree with Mr. Ganduri's comprehensive response.

Insecurity can come from deep care for doing the right thing and wanting to meet customer needs. If you can find a way to share this commitment to high quality work and commitment to customers - find the common ground - you may be able to find a path to build a more trusting relationship. This trust may reduce the insecurity that the boss... Read more

Along with the important guidance above, I would find a way to identify the key competencies (often published by HR) and also the mindset of the highest performing leaders. Research suggests that emotional intelligence is a key differentiator for high performing leaders. At some point you will likely be surrounded by other high performers so you will differentiate by things like:
- Presence (ment... Read more

I would seek input from the team members about what is most valuable for them before making changes. One of the biggest errors of new managers (or new to a role) is making changes before they have a deep understanding of what the team needs/wants. An example, I led an audit team and we had monthly meetings called lessons learned meetings where we discussed as a team the errors people made. The int... Read more

I recommend you understand the overall team KPIs (as aligned with the overall organizational objectives) - should be tied to the team goals and likely some sort of required output. It would be best if you could get input from your boss on expectations and his/her concerns about this other team.

I would connect the organizations goals for the team with the input from the team members. I strongly... Read more