Two issues, which I will put in separate posts.
Issue #1.
Some backstory – my colleague, Fergus, is at the same level I am and manages a partner program. We’re both located on a different campus than the rest of the group, some distance away from the main location. He’s part-time, having retired as an executive in a related field. We reported to the same manager. Said manager left for a better job in May. Since then, our mutual grand-boss has been “managing” both programs by having biweekly virtual meetings with about 10-12 people in them. Seriously, it’s everyone who is even remotely involved in either program.
My main problem with Fergus is that he’s never quite dropped his “executive” mindset, and is very fond of starting projects and then leaving them for the “little people” to finish. I know my former manager had several conversations with him about this, that I am not his secretary, and the support staff on this campus are here to support everyone and not just him.
As an example, Fergus started a grant proposal, however, being part-time, he doesn’t have institutional authority to submit a grant, so he asked if it could be submitted in my name. I said sure, assuming that my role would be minimal. He got some stuff organized and then basically dropped the ball and said that it’s now in my name, so I needed to do everything else. He then left on vacation 1 week before the due date, saying, OK, you’re the PI. Get it finished. So, I ended up scrambling to get it done and submitted. He got back 2 weeks later and merely inquired if I’d gotten it submitted. I told then-manager that I would never do that again.
Now, he had an idea for a new program that could potentially benefit both of our sections. He got it started, but now it’s entirely my staff that are completing all of the work. He had no idea how to do the scheduling, etc., so I ended up doing it. This is a fundamental part of our jobs, and I was stunned to realize he didn’t know the process. One of my staff members actually had to step back from one of his commitments (meaning I had to hire a temp) to get this new program off the ground. Yes, my program will benefit, but at this point, we’re the only ones doing any work (and my budget is taking a hit), and Fergus is getting all of the kudos for coming up with this wonderful, innovative idea.
I used to be able to vent to my manager who could then tell Fergus to cool it some, though she also liked to say, well, he’s part-time! He can’t take care of everything. (Note: she also did a LOT of the management of Fergus’ program, again, saying he’s part-time. Not sure what will happen to those tasks now.)
Well, now that our former manager is gone, and the “management” of both of our programs is through this gigantic group meeting, I don’t really have a way to communicate to Fergus to get his act together. My saying something directly to him would NOT be taken well, and would be considered NOT BEING A TEAM PLAYER in the extreme. I don’t have 1-on-1s with the grand-boss, and am a little hesitant to request them for this purpose, as I don’t want to come across as a whiner. Dropping the ball will be met with, well, Fergus had this wonderful idea, but noncommittal dropped the ball. This is why we can’t have nice things. I’ve picked up the majority of my former manager’s job, and I’m drowning, and don’t have time for Fergus’ nonsense anymore.
Suggestions or just commiserations welcome!
