Q: Our group has one person, “Cindy,” who is called the team lead. This is not a supervisory position. She is just supposed to assist our supervisor and fill in when he’s away. Although she’s not my boss, Cindy constantly tells me what to do. She monitors my work, times my breaks, and even contradicts my supervisor’s instructions.

Cindy is not a bad person, and she’s good at her job. I don’t dislike her, but I want her to back off and stop giving orders. Because our open-door policy says we can go straight to the vice president, I plan to discuss the situation with her. What do you think?

A: Given a little authority, power-loving people often become petty tyrants. But while Cindy’s position may have gone to her head, your supervisor is actually the responsible party. As his assistant, Cindy only has the authority that he is willing to delegate. So either he has sanctioned her actions or he isn’t supervising her properly.

Despite the open-door policy, meeting with the vice president would not be wise. Your supervisor will view this as going over his head, and he will not appreciate it. So you need to talk with him directly.

For this conversation to succeed, however, you must not complain about Cindy. Your goal is simply to define her role. For example: “I’m a little confused about when to take direction from Cindy and when to come to you. Can you help me understand exactly what a team lead is supposed to do?” If his description matches Cindy’s behavior, then you need to adjust.

But if his expectations seem different, ask for clarification. Should you notify Cindy when you go on break? What should you do when her instructions conflict with his? If your boss is halfway bright, he’ll get the message.

Q: I sit near a human resources employee who talks very loudly on the phone. She gossips about confidential personnel matters, such as the amount of someone’s bonus check or which employees are being pursued by collection agencies. Everyone in the group can hear her, even if we try not to listen. We are all afraid to go to her boss, because they are good friends. What can we do?

A: Uncontrollable gossips don’t belong in human resources. By failing to protect confidentially, this chatty employee damages the credibility of her entire department. So someone in management needs to know. If you fear that her boss will blow off your concerns, seek out a manager with a more sympathetic ear. Then present the facts in a calm, businesslike manner.

For example: “I hate to get anyone in trouble, but I hear a lot of confidential salary information being shared when Mary is on the phone. This seems inappropriate, but I don’t think it’s my place to tell her. So I just wanted to make you aware of it.”

Once you have pointed out the problem, your role is at an end. Management can then decide how to deal with it.

Marie G. McIntyre is a workplace coach and the author of Secrets to Winning at Office Politics. Send in questions and get free coaching tips at www.yourofficecoach.com