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<p>Basically, a senior team member has reach to top management and even top management appreciate their long duration and honesty! These type of people most of the time will bypass their manager and reach directly to top management also they will not take manager's instructions seriously!</p> <p>Taking direct action viz. warning, terminating can backfire due to relations with top management. </p>
I personally don't understand how a senior professional with lower ranking than you can report directly to higher authority within the organization and influence their decisions.
I have not seen it within my organization unless he is hired or appointed by senior management to spy on your department,in that case You should approach senior management and ask for verification to such actions.
You should not approach him,he isn't the root cause of the problem,it is who listens to him that must be approached and asked for verification.
Be a professional and handle such matters within the proper channels.
Such cases need to be dealt professionally. You need to have a open dialogue with that team member and make him realize that you value his experience, and skills and his contributions are important for company's success. Set the expectations straight with him, and involve him in decision making and other key tasks that will make him trust you. Once the person feels that you value him, and give him importance to him, he will cooperate with you. You need to be a little patient with dealing such employees until you establish a good rapport with him.
If these steps do not yield to any positive result, and if the employee acts stubborn and doesn't follow your instructions, then you should escalate this to your supervisor.
BTW, such instances do not happen in an organization, it can happen only when the boss of the company is the owner of the company and the employee become loyal and established good relation with boss, or relative of the boss..
Being61 years old and with30 years experience, I really do not "sympathize" with the tone of the question. "Getting rid" of someone is NOT an appropriate term in healthy work relations
I will not get rid of the employee, This is a learning opportunity for you. Learn how to deal with these kind of people. Learn where you are lacking, if he is by passing you means he is not trusting you.
As Aalauddin mentioned above try his ideas to built rapport.
I have read all the answers and found that Mr. Salauddin Mohammad has given the best one!
Thanks for all.
Agree with Salauddin Mohammad
IMO, instructional or directed management is prominent only when there is a functional heirarchy. Hence, from a leadership (or business leadership perspective) a bypass can always be seen as a "lack of something" in the person who is playing the role of the manager. Perspectives would differ as we go up in hierarchical organizational structures.
From a manager perspective, application of different leadership skills (or styles) might be helpful, in such a scenario.
Try to find out the actual reason. He/she might be frustrated/irritated due to some reason. Senior resource are best help for you. In addition, a senior resource must be deep rooted. You might have to face the music if you made a little miscalculation in your judgement. Experience hands are a blessing most of the times. Changing an employee should always be a last option and one should always try to avoid it.
In case of such things, one must keep low profile and try to enhance relations with top management. In emails, we do cc all the top management for the work details. Otherwise, silently apply for new job by the time and shift the job.
Just because one has been with the organization for a long time is not reason to "get rid of" him. Only when he becomes a non-performer (despite cautions, warnings, coaching) that he becomes a liability. Yes, people who have been in an organization for a long time do have access to the top, regardless of their designations or roles - a good supervisor just needs to manage this tactfully. Setting clear deliverables, signing them up, and holding them accountable for results based on what was agreed, is a good way to keep them accountable.
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