You've maybe heard of managing "up" -- I am currently doing a lot of managing "sideways" as my "sibling" in the org chart appears *way* over his head carving out a path for cross-functional collaboration and I'm trying to walk a thin line between coaching him and doing his job for him and lately it's been a lot more of the latter. :/
I am invested in his success because my team and his are arm in arm so I worry if he falls we both fall. Additionally, the morale issues on his team are concerning, and they are impacting folks on my team as well. But this is becoming a sizable amount of thankless, invisible work, and this is both utterly unsustainable as well as unreasonably infuriating.
I am wondering how best to handle this. As far as I can see, my options are:
1) Do nothing, let him fall on his face, do my best to shield our teams from whatever blow-out.
2) Bring it up with him directly, as delicately as possible, but I'm worried about his frame of mind, as well as him misinterpretating it like a power grab or something. (It's truly not, I have my own problems :))
3) Bring it up with his/my manager, but this feels like "tattle-tailing" :/ At the same time, were I in his position, I would want to know...
Any thoughts / advice welcome.