Managing a former colleague who struggles with her workload presents a unique challenge. The situation requires balancing professional responsibilities with maintaining a respectful relationship. A candid admission from one manager sums up the difficulty: “I wish she would just find somewhere else to work.”
The shift from peer to supervisor alters the dynamic entirely. What was once a friendly rapport now includes performance oversight. This change can feel uncomfortable, especially when the employee was previously a trusted coworker.
Addressing workload issues directly is essential for team morale. Ignoring the problem allows it to fester, potentially dragging down overall productivity. The manager must separate personal feelings from professional duties.
A structured approach begins with a private, honest conversation. Focus on specific tasks and deadlines, not personal attributes. Use clear examples of where work has fallen short, avoiding accusatory language.
Offering support is a practical step. Consider adjusting responsibilities or providing additional training. Sometimes, a candid discussion reveals underlying issues like burnout or skill gaps that can be addressed.
Documenting performance concerns creates a clear record. This protects both the manager and the employee if the situation escalates. Regular check-ins can track progress and show ongoing commitment to improvement.
If performance does not improve, more formal steps may be necessary. This could involve a performance improvement plan or, as a last resort, discussing other roles within the company. The goal remains fairness and transparency throughout the process.
