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* 1. As the project lead for a new programme, you have inherited a new team. You are informed by the previous manager that one member of the team has trouble interacting with others. From your observations, the person is very technical and task-focussed, but is less interested in building relationships with colleagues. You have heard reports from team members that they find this individual hard to work with. This individual appears to have expertise that will be valuable to the project. What approach do you take?

Due to the critical nature of the project that you are leading, you take the issue to HR. Ask them to communicate the feedback and to set up a performance improvement plan for the individual, with clear objectives so that they can contribute effectively to the project.

Ask for the individual's views on how they feel work and relationships with colleagues are going. Provide positive feedback about their output while exploring their lack of teamwork. Agree a set of objectives together, ensuring you listen to their perspective and ideas. Review progress in one-to-ones.

To take an objective view, you do not take account of the feedback from the former manager and colleagues and allow more time to make your own observations. Only arrange a meeting with the individual to address their approach if further evidence shows it is needed, then together agree a plan to work more cooperatively.