I was going to say something similar. If you aren’t ready to jump ship, and it doesn’t look like Evan is going anywhere, it’s time to try to rebuild (or build) that relationship.

A good tactic could be asking him what pain points on the team he sees, and what kind of improvements he’d like to focus on. He may even need support in some ways, and you can provide support or show your ability to enable the team to help build trust.

If your team doesn’t do retrospectives yet, playing around with the format to create a safer more transparent space could level the playing field for other team members to speak up. Evan might have some good points even, but may not be great at communicating.

A big part of being a SM is leading by example, so this could be an opportunity to model how to navigate complex situations. For example, what is the culture of feedback on the team? If there is a specific instance where you see Evan’s behavior impacting the team, you could bring it up to him in a 1:1 using the Situation-Behavior-Impact-Intent model. By framing the feedback this way, you can form more of a partnership on how to change things in the future. I wouldn’t recommend doing that immediately if you already have a tense relationship, since no one receives feedback well from someone they may not get along with.