As a team leader, you’ve just received a voice mail message from Tanya Moore, asking to lead next week’s meeting. She’s been with the company for six weeks and with your team for three. From what you’ve already observed, she’s opinionated (a bit of a know-it-all), and she tends to discourage the more reserved team members from speaking up.

You can’t allow her to run next week’s meeting, and without improvement in her attitude toward others, she may never be read to lead. You consider three options for explaining your view of her position: (1) leaving her a friendly voice mail message, (2) meeting with her, or (3) sending her a friendly e-mail message. What should you do?

The best way is to meet personally with her. That way she can respond to you and you to her in face-to-face communication. You could explain that it's customary for the meeting leader to have more experience with your team.

As a team leader, it's important to address the situation with Tanya Moore in a professional and constructive manner. Here are the three options you have suggested, along with an explanation of how each could be approached:

1. Leaving her a friendly voice mail message: This option provides a direct means of communication and allows you to express your concerns verbally. In the voice mail message, you can start by thanking Tanya for expressing her interest in leading the meeting. Then, you can mention that you would like to discuss some feedback regarding her attitude and behavior with the team. Try to be specific about the issues you have observed, such as her tendency to discourage reserved team members from speaking up. At the same time, emphasize that your intention is to provide constructive feedback to help her improve. Offer to set up a meeting to discuss this further.

2. Meeting with her: Having a face-to-face meeting with Tanya gives you an opportunity to have a more in-depth conversation and observe her reactions and body language. You can approach this by scheduling a meeting with her at a mutually convenient time. During the meeting, start by acknowledging her interest in leading the meeting and her contributions so far. Then, express your concerns about her attitude and behavior, providing specific examples if possible. Be sure to strike a balance between being firm and supportive, emphasizing that your intention is to help her grow as a team member. Encourage her to ask questions and share her perspective as well.

3. Sending her a friendly e-mail message: This option is useful if you prefer a written format or if it's not feasible to meet or leave a voice mail. In the email, start by acknowledging Tanya's interest in leading the meeting. Then, express your concerns about her attitude and behavior, similar to how you would in a voice mail or meeting. Use clear and concise language to communicate your message effectively. You can also mention that you are open to discussing this further if she would like to have a conversation in person or over the phone.

In any of these options, it's crucial to maintain a professional and friendly tone while addressing the situation. The objective is to help Tanya understand the impact of her behavior and encourage her to make positive changes to become a more effective team member.