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What to say in one on one with a manager that's not my boss
How best to handle issues within a team that I'm a member, but not manager of?How to deal with a colleague that is focused on details outside of their responsibilities?Issues with manager, thinking about lateral move - Software developerHow to deal with an employee who talks condescendingly to her managerDealing with a line manager with anger issuesHow to deal with a manager that is (unintentionally) wasting my time and makes me feel very uncomfortable?How can I deal with abuse by my boss?How to make decisions that could be undone when manager comes backHow to handle deteriorating situation with manager?Unavailable manager says ‘I’m always available’
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There are several questions here and other articles on the web about how to handle one on one meetings with your manager. I have a weird situation and need advice about a strategy in this case.
The company (IT industry) is in flux, lots of people quit and others are moving in. My manager is leaving and there is no replacement as of yet. Instead, for my team, a senior architect is acting as manager and I'm acting product owner. A third person (let's call this person M) is acting overall company product owner together with another person. M worked at an office in a different country and appeared at our office about a month ago. Among other things, M will handle "personnel issues" and started setting up team retrospectives and one on one meetings. If you are thinking, this is a confusing and unclear management structure, you are correct.
I have an upcoming one on one with M. Normally I would prepare an honest discussion with positive and negative feedback, suggestions for improvement, ideas for my future professional development etc.
But in the light of the situation, I'm not sure if this is a good strategy. I'm not confident that M has leverage in the company as it stands, so any suggestions may just be a waste of time. M is not my manager per se and it's not clear what can be accomplished between us. And I'm concerned that negative feedback will be turned against me.
Should I act in good faith and do an honest one on one? Or is it better to clam up? What's a good strategy here?
work-environment manager
asked 23 mins ago
frankhondfrankhond
1,21839
add a comment |
There are several questions here and other articles on the web about how to handle one on one meetings with your manager. I have a weird situation and need advice about a strategy in this case.
The company (IT industry) is in flux, lots of people quit and others are moving in. My manager is leaving and there is no replacement as of yet. Instead, for my team, a senior architect is acting as manager and I'm acting product owner. A third person (let's call this person M) is acting overall company product owner together with another person. M worked at an office in a different country and appeared at our office about a month ago. Among other things, M will handle "personnel issues" and started setting up team retrospectives and one on one meetings. If you are thinking, this is a confusing and unclear management structure, you are correct.
I have an upcoming one on one with M. Normally I would prepare an honest discussion with positive and negative feedback, suggestions for improvement, ideas for my future professional development etc.
But in the light of the situation, I'm not sure if this is a good strategy. I'm not confident that M has leverage in the company as it stands, so any suggestions may just be a waste of time. M is not my manager per se and it's not clear what can be accomplished between us. And I'm concerned that negative feedback will be turned against me.
Should I act in good faith and do an honest one on one? Or is it better to clam up? What's a good strategy here?
work-environment manager
asked 23 mins ago
frankhondfrankhond
1,21839
1
It mostly depends on how important having your feedback heard and potentially getting things changed (now instead of maybe later) is to you, and how important not risking having your feedback "turned against" you is. You're in a much better position than we are to know whether M actually has any leverage and how positions will change going forward.
– Dukeling
2 mins ago
add a comment |
There are several questions here and other articles on the web about how to handle one on one meetings with your manager. I have a weird situation and need advice about a strategy in this case.
The company (IT industry) is in flux, lots of people quit and others are moving in. My manager is leaving and there is no replacement as of yet. Instead, for my team, a senior architect is acting as manager and I'm acting product owner. A third person (let's call this person M) is acting overall company product owner together with another person. M worked at an office in a different country and appeared at our office about a month ago. Among other things, M will handle "personnel issues" and started setting up team retrospectives and one on one meetings. If you are thinking, this is a confusing and unclear management structure, you are correct.
I have an upcoming one on one with M. Normally I would prepare an honest discussion with positive and negative feedback, suggestions for improvement, ideas for my future professional development etc.
But in the light of the situation, I'm not sure if this is a good strategy. I'm not confident that M has leverage in the company as it stands, so any suggestions may just be a waste of time. M is not my manager per se and it's not clear what can be accomplished between us. And I'm concerned that negative feedback will be turned against me.
Should I act in good faith and do an honest one on one? Or is it better to clam up? What's a good strategy here?
work-environment manager
asked 23 mins ago
frankhondfrankhond
1,21839
There are several questions here and other articles on the web about how to handle one on one meetings with your manager. I have a weird situation and need advice about a strategy in this case.
The company (IT industry) is in flux, lots of people quit and others are moving in. My manager is leaving and there is no replacement as of yet. Instead, for my team, a senior architect is acting as manager and I'm acting product owner. A third person (let's call this person M) is acting overall company product owner together with another person. M worked at an office in a different country and appeared at our office about a month ago. Among other things, M will handle "personnel issues" and started setting up team retrospectives and one on one meetings. If you are thinking, this is a confusing and unclear management structure, you are correct.
I have an upcoming one on one with M. Normally I would prepare an honest discussion with positive and negative feedback, suggestions for improvement, ideas for my future professional development etc.
But in the light of the situation, I'm not sure if this is a good strategy. I'm not confident that M has leverage in the company as it stands, so any suggestions may just be a waste of time. M is not my manager per se and it's not clear what can be accomplished between us. And I'm concerned that negative feedback will be turned against me.
Should I act in good faith and do an honest one on one? Or is it better to clam up? What's a good strategy here?
work-environment manager
work-environment manager
asked 23 mins ago
frankhondfrankhond
1,21839
asked 23 mins ago
frankhondfrankhond
1,21839
asked 23 mins ago
frankhondfrankhond
1,21839
asked 23 mins ago
frankhondfrankhond
1,21839
asked 23 mins ago
frankhondfrankhond
1,21839
1,21839
1
It mostly depends on how important having your feedback heard and potentially getting things changed (now instead of maybe later) is to you, and how important not risking having your feedback "turned against" you is. You're in a much better position than we are to know whether M actually has any leverage and how positions will change going forward.
– Dukeling
2 mins ago
add a comment |
1
It mostly depends on how important having your feedback heard and potentially getting things changed (now instead of maybe later) is to you, and how important not risking having your feedback "turned against" you is. You're in a much better position than we are to know whether M actually has any leverage and how positions will change going forward.
– Dukeling
2 mins ago
1
1
It mostly depends on how important having your feedback heard and potentially getting things changed (now instead of maybe later) is to you, and how important not risking having your feedback "turned against" you is. You're in a much better position than we are to know whether M actually has any leverage and how positions will change going forward.
– Dukeling
2 mins ago
It mostly depends on how important having your feedback heard and potentially getting things changed (now instead of maybe later) is to you, and how important not risking having your feedback "turned against" you is. You're in a much better position than we are to know whether M actually has any leverage and how positions will change going forward.
– Dukeling
2 mins ago
add a comment |
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It mostly depends on how important having your feedback heard and potentially getting things changed (now instead of maybe later) is to you, and how important not risking having your feedback "turned against" you is. You're in a much better position than we are to know whether M actually has any leverage and how positions will change going forward.
– Dukeling
2 mins ago