Answer:

Moving from peer to boss can be bumpy. In your case, you had only six months under your belt before you leap-frogged over your peers. I suspect you are correct in your guess that they are taking advantage of your inexperience. So, let’s take some steps to put you in charge.

I agree that “babysitting” fits the behavior you describe, not managing. You have been chasing them and it has become a game you will never win. The more you check on them, make them report in, install productivity gizmos, the more they will scheme to out- maneuver you.

“But how do I make it stop?” you ask. You stop chasing them. You set very clear expectations with each of them. You hold them to those expectations. You put teeth into your expectations by enforcing consequences. You have the power to do these things—are paid to do these things—but you are still acting like their peer by letting them push you and your standards around. In short, they are saying, “You can’t make us do anything we don’t want to do and good luck trying.”

An example are the two employees you moved but they “somehow” ended up next to each other again. The “somehow” is that they flouted your authority and did just what they pleased, betting you wouldn’t stand up to their insubordinate shenanigans.

Have you had enough? Are you ready to step up to your role as leader? If so, start by writing down a list of your expectations: come to work on time, get your work done without wasting long periods of time socializing, meet your deadlines, satisfy customers, etc.

Meet with your manager and fill him or her in on what you are going to do and ask for support. You may also want to enlist the help of the HR Director.

Next, you need to convey your new set of expectations to the biggest offenders. I am guessing that all of your employees don’t pull these stunts, so why subject them to a staff meeting to restate what they already adhere to? (Of course, if they are all guilty, a group meeting may be the way to go.)

Meet with each one of the offenders and say, “In the past, you have had trouble coming in to the office and I’ve had you email me and HR when you arrived. I don’t want to do that anymore. You are an adult and I expect you to come in on time. In addition, I have been disappointed by your productivity. If I am not constantly checking on you, you miss deadlines and don’t complete your work. If you can’t do that we’ll have a conversation about why you aren’t able to come in to work on time or why your work isn’t satisfactory. If I find that I have to continue to check up on you, you will force me to start disciplinary action that could even lead up to and include termination. I hope you won’t force me to take that action. However, it has become serious and I feel I need to tell you this, so you know where you stand.”

Expect to be tested because you will be. The hostility will likely move from passive aggressive to just plain angry. Be ready. If and when it happens you must act. Do so calmly but firmly and stick to what you say you will do. You may have a bumpy road for awhile because they will buck your authority. You may see some turnover, but in this case it’s called “planned turnover” and may be for the better. I suspect after the dust settles, the good employees will say, “Well, it’s about time.”

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