Dear Yogesh,

I’ve been managing people for decades and have put significant effort into adapting to hybrid team dynamics since COVID. 

I’ve earned a reputation for being fair, helping individuals grow, and staying flexible with their work preferences. However, I’m starting to wonder if my flexibility has gone too far and is now affecting the team’s overall functioning.

Recently, one of my direct reports informed me that he’s moving to Australia. He didn’t ask for approval—he simply announced his plans, assuming I’d be fine with it. The truth is, I’m not.

I’m frustrated that he didn’t consult me before making such a major decision. If this had been presented as a request, I would have said no. But now, with all his plans in motion, saying no would likely cause significant disruption.

The biggest issue is the logistics. We already juggle multiple time zones, and adding Australia into the mix will make collaboration even more complicated. I haven’t even started addressing the HR and legal requirements of employment in Australia, which is daunting.

While this person is a good employee, there have been past issues with accountability and a sense of entitlement. I wouldn’t be opposed to letting him go and hiring someone new for the role.

What I really want to do is ask him to reconsider or roll back his plans, but I’m worried this situation arose because I’ve been unclear or sent mixed messages about flexibility. How much of this is my fault, and what can I do now?

Naveen

Dear Naveen,

Your situation is all too familiar for those of us who value giving our employees freedom. Like you, I’ve sometimes leaned too far into flexibility and faced similar challenges. I commend your willingness to reflect on your role in this and take responsibility if needed. That said, based on what you’ve shared, your employee seems to have overstepped.

In the blog you mentioned, Real Talk About Leading Hybrid Teams, Randy Conley emphasizes the importance of making the implicit explicit in hybrid work environments. This advice is particularly relevant here.

Many organizations now have clear guidelines for relocation requests, often requiring employees to obtain explicit managerial approval before making any moves. If your company has a similar policy, it’s possible your direct report bypassed it. Even if no formal policy exists, it’s reasonable for you to expect such a significant change to start with a discussion—not an announcement.

How to Address the Situation

1. Have a Direct Conversation
   Start by sitting down with your employee and addressing the situation head-on. It’s fair to express your disappointment that he made this decision without consulting you. Let him know you would have preferred a collaborative discussion before he set his plans in motion.
   
   

2. Outline Your Concerns
   Be clear about why this move is problematic. Highlight the challenges of accommodating yet another time zone, the legal and logistical hurdles with HR, and how his performance and accountability might be impacted.
   
   

3. Do Your Due Diligence
   Take the time to research what this move entails, both from an HR perspective and in terms of how it will affect your team’s workflow. Consult with HR about the feasibility of employing someone in Australia, and consider whether the team can realistically manage the added complexity.
   
   

4. Set Clear Expectations
   If you decide to move forward with his relocation, lay out clear parameters. Define specific expectations for performance, accountability, and how the time zone difference will be managed.
   
   

5. Consider Saying No
   If, after careful consideration, the move doesn’t seem workable, it’s okay to say so. Share your reasoning, express empathy for the situation, and explain why it’s not feasible. If the employee chooses to move anyway, that’s a decision he will need to own, along with its consequences.
   
   

Lessons for the Future

This situation is a valuable opportunity to establish or reinforce non-negotiables for your team. Reflect on other potential assumptions your direct reports might have and make those expectations explicit. By setting clearer boundaries, you can prevent similar issues from arising in the future.

Remember, while your flexibility is a strength, it doesn’t mean sacrificing what’s best for the team or enabling employees to make unilateral decisions that disrupt operations. This employee’s actions don’t negate the care and fairness you’ve shown as a manager—they simply highlight the need for clearer communication moving forward.

Be honest, direct, and kind. Address this situation with clarity and use it as a chance to recalibrate expectations with your team.

Best wishes,

Yogesh