The [overly] ambitious subordinate… look out
The other day I spoke to a friend, a regional director, where he’d been recently, how his new hires were doing, work chit-chat.
He said that one new hire (working elsewhere in the region) was doing very well; smart guy, good pedigree and contacts, presents well and ‘made a contribution from day one.’
My friend continued on, mentioning that his boss was with the global CEO last week, advising him with a new [pro bono] trade presidency he’d been given, and many senior government trade people are heavily involved.
He continued that his new hire had flown in to help my friend’s boss and CEO, as it involved a geographic area he knew very well, and he and the boss did some hand-holding strategy for the CEO. My friend had an off-site and couldn’t make that meeting, but didn’t think much about it–he knew his subordinate had more market knowledge than he did and encouraged him to attend.
‘How did they all get along?’ I asked. His boss, his subordinate, and the CEO were all together, but not him.
‘Very well,’ he replied, ‘This guy knows his stuff, and it was a big plus for our team.’
‘Who briefed you?’
‘I heard from my boss, who was happy with the way it all turned out with the CEO.’
‘Did you speak to your subordinate?’
‘Actually, I didn’t. He sent a recap of everything to my boss, but not to me.’
‘Really? Why not?’
‘Don’t know, but I told him to please send me a copy, which he did.’
‘How long has he been on board?’
‘Three months.’
‘He should have copied you in, you know, don’t you think that’s a bit bold?’
‘I did, but had other things to do, but told him to please cc me in for future.’
I finished my chat by saying it wouldn’t hurt to remind the subordinate of the reporting line–which he should know well enough.
My hunch is this guy–if he is as ambitious as my friend says—will do it again and again. He’s already had a taste, and it can intoxicate..
My friend had shrugged it off, busy with other tasks. But if he has his antennae up, he’ll have to manage him differently, ensure he’s on top of what his subordinate is doing, keep him engaged and challenged in projects, measure the results, and now must balance the new dynamic between him, his boss, and the CEO
If my friend does not watch it, this guy will run around him and try to take his job–the warning signs are there. But my friend didn’t see it–a tangential comment I latched onto during the conversation. Managing the [overly] ambitious requires astuteness of leadership, intuition and keeping one’s ears to the ground, the same way it would be with a boss that tries to push you aside. It can come in all shapes, sizes and levels.
Do not for a minute think your career is decided only by those above you. The ones below or to the side can be equally helpful–or deleterious.
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