请问HN：寻求建议 - 一位对我们团队不信任的主管？
你好——我之前曾提到过我的一位主管，他几个月前加入了我们团队。我正在试图理解这种情况，并思考我是否需要采取什么行动。
这位主管在我们正在招聘的专业领域有相当强的背景。我们并没有专门投入精力在这个专业上，只有我和一位同事在这个领域有背景。这个专业是这位主管的重点关注领域，甚至到了排除其他非常重要的工作领域的地步。
我们一直在面试候选人，目标是那些在这个专业领域有经验的人。我的面试专注于评估候选人在这个专业上的能力和深度。我感觉到主管对我和我的团队在招聘合适候选人方面似乎有一些不信任。
在一个案例中，我的团队与一位候选人进行了面试，并决定给予通过。这位主管希望在此之后单独与候选人见面，以评估他们是否真的合适，而不是在发出offer时进行“推销”。
在另一个案例中，这位主管对一位内部候选人产生了怀疑，而我和我的经理完全支持这位候选人加入团队；在这种情况下，主管没有面试这位内部候选人，但尽管我们给予了强有力的支持，并且这位候选人在这个专业领域有背景（虽然不是特别近期），主管还是对他们是否适合团队表示怀疑。
这种情况在第三个案例中再次发生——一位候选人通过了面试，但主管希望见面进行至少一些评估。
这位主管是否对团队（因此也对我个人）缺乏信任？我和他见过几次面，他对某些工作内容非常坚持（我认为是过早的——在决定不同选项的工作内容和时间之前，还有很多事实需要调查）。我感觉他认为我们的团队在这方面并不出色，因为之前没有将其作为紧急和优先事项。
我是否遗漏了什么解读？这是否只是风格问题，主管（大约有4个团队，30名下属，虽然在增长）希望在招聘方面非常亲力亲为，即使是中层候选人？如果主管在面试后对候选人的适合性进行任何评估，我必须假设主管会认为有可能否决一位候选人，即使他们已经通过了完整的面试流程。
如果主管确实存在不信任，那么除了我自己在这个专业上有所作为之外，还有什么方法可以赢得主管的信任？我计划在这个领域取得成功，尽管我不能保证能投入足够的时间；而且到目前为止，我和我的主管在处理这个问题的方法上并没有真正达成一致。
欢迎分享想法、评论和经验。谢谢。
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Hi -- I've posted before about a director of mine, who joined a few months ago. I'm trying to get a sense of how to interpret this situation, and what (if anything) there is to do for me here.<p>The director has a reasonably strong background in a specialty we're hiring for. We haven't put dedicated effort into this specialty, and only two of us (me and a staff-level teammate) have a background in this specialty. This specialty is a strong focus of the director, even to the point of excluding other very important areas of work.<p>We've been interviewing candidates, targeting those with this specialty. My interview is dedicated to assessing candidates' facility and depth with this specialty. I'm sensing what seems like some amount of distrust from the director about me and my team's capability to hire good candidates for this specialty.<p>In one case, my team did an interview loop with a candidate and decided to approve. The director wanted to meet with the candidate individually after the fact to assess whether they would indeed be a good fit, rather than as a "sales" call when an offer is extended.<p>In another case, the director second-guessed an internal candidate whom my manager and I fully supported joining the team; in this case, the director didn't interview the internal candidate, but had expressed skepticism about their suitability for the team, despite our strong support, and background (though not especially recent) in this specialty.<p>This is happening again in a third case -- a candidate passes the loop, but the director wants to meet to do at least some amount of assessment.<p>Is the director distrusting of the team (and hence of me in particular)? I've met with him a few times, and he's insistent about some pieces of work (prematurely, I think -- there's still a good amount of fact-finding to do before deciding on what, and when, to work on different options). I get the feeling he thinks our team isn't great at this, since it hasn't been urgent and prioritized before.<p>Are there interpretations I could be missing here? Could this be just a matter of style, that the director (~4 teams, ~30 reports, though growing) wants to be very hands-on with hiring, even ~mid-level candidates? If the director's doing any kind of assessment of the suitability of candidates after the loop, I'd have to assume the director would find it feasible to veto a candidate, even having a full loop approving.<p>If the director probably is distrusting, then besides delivering on this specialty myself, any ways I can earn the director's trust? I plan on delivering wins in this area myself, though I can't guarantee I can commit enough heads-down time to this; and my director and I so far haven't really seen eye to eye on approaches to tackling this.<p>Thoughts, comments, experiences welcome. Thanks.