Defensive direct report
I have a direct report in my team who struggles to deliver basic tasks. This was flagged up to leadership but unfortunately at the time the team member realised they were at risk of failing probation and turned the tables by accusing me of bullying and spreading rumours about them which of course I have never done. As a result, I was put into the spotlight and my main concerns dismissed.
6 months later, due to the team members poor practice, all critical projects were removed from them and put onto my schedule seriously increasing my workload. I again flagged my concerns but leadership loosely through the word PIP around but ultimately decided to not go ahead.
Now, this team member is incredibly defensive and pushes back on any delegated task. Today, they called out another manager and I when we delegated tasks during a team meeting and proceeded to email me and copy in leadership to say why they should be assigned on of the more projects in our portfolio, management have already vetoed this idea as they do not trust the team member to deliver. I took this opportunity to have a 1-2-1 with the team member and make clear that as their line manager, all queries or concerns should come to me and professional decorum is needed. The defensiveness began again, my question is how do I get this team member to actually be a part of the team and to fulfil their duties? I’ve tried the firm approach, coaching approach, supporting approach and nothing seems to work except to leave them to their own devices which isn’t an option.
I am already looking to raise the PIP discussion again as the lack of skills and knowledge is already a major concern.