Can anyone suggest strategies to deal with a consultant brought on to solve a company-wide problem and then parked in my team?
The MT podcast on high performers was useful but does anyone have any other ideas for managing industry 'experts' who don't really consider themselves part of a team?
Are you responsible for him?
What is your responsibility for him?
If you don't have responsibility for his output and don't do his performance reviews, he may be a report in name only. Our org does this with some of our vendor reps just to have them in the system.
On the other hand, if you are responsible for him and his role is completely separate from the rest of your team, you may want to manage him as a team of one.
Hope this helps
-Matt
Managing as a team of one
Thanks Matt - a great idea to manage him as a team of one.
This will introduce some useful structure and give more context to our discussions and o3s.