I believe one of the ways we can be more effective managers and leaders is by sharing our stories. Not just telling people here are the six steps to fixing a particular problem but including stories about when we’ve dealt with a similar sticky situation.
That’s why I was really excited last month when Dan McCarthy, author of the blog Great Leadership, started a monthly series where a group of top leadership and management bloggers offer a solution to life’s most perplexing employee challenges. The situations are taken from real-life, so it’s not the ridiculous “one in a million” scenarios. Take this month for instance:
Joe is a “brilliant problem child” at Apex Inc. He delivers the results but bruises egos along the way. Joe’s co-workers have taken their issues to their department head, Pat. What should she do?
This month’s challenge is being hosted by Art Petty at Management Excellence blog. I’m honored to be one of the bloggers offering up my two-cents in this situation. Along with Art and myself, several other bloggers are sharing their experience:
Jennifer V. Miller at The People Equation
Dan McCarthy at Great Leadership
Steve Roesler at All Things Workplace
I hope you’ll read the entire case study and leave your own thoughts on handling high-performers who can’t get along with others. Enjoy!
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Geli Eldemire says
It is Pat’s role, as the Manager of the unit, to foster a positive work culture and employee engagement. Unfortunately over the past 7-years of Joe’s employment, because of Joe’s high performance, Pat failed to adequately address his narcissistic and abrasive conduct that has damaged the team spirit, as well as, Pat’s credibility as a Manager. This is equivalent to a boss playing “favorite” while permitting a “mean girls” type-behavior to infect the workplace and erode morale.
Pat must bring Joe in for a meeting about his conduct. Document each situation where he behaved inappropriately so she can give him the specifics of the date/time and the misconduct, also have a copy of the Conduct Policy or Handbook that addresses this type of misbehavior. Have Human Resources present for the face-to-face meeting and put him on a 30-day Action Plan with specific dates and methods for improvements and for continuous feedback. This will get Joe’s attention.
Joe will no longer be able to hide behind his high production statistics. Going forward, he needs to demonstrate both high production and respect for others, as well as, collaborative work practices.
Sharlyn Lauby says
Hi Geli. Thanks for the comment.
Obviously in a perfect world, we would all love more information about Joe, Pat and the internal dynamics at Apex. The case study indicated that this wasn’t a first-time issue with Joe. And, that Joe had already received training and coaching to improve his interpersonal skills. It also mentioned that the complaints were documented.
To me, it raises the question: How much coaching and counseling is enough? Joe’s high-production statistics have bought him additional opportunities to improve his behavior. It becomes a matter of whether to give him one more chance.
I’ve always said when money is on the table it changes everything. In the end, the company must decide how important “the money” is to them. Is making profit at any cost the goal?
Again, thanks for the comment. I think this is such an interesting discussion.
Sam says
If you want Joe to leave, this 30-day action plan is a great route to take. If you want Joe to stay, fix Pat’s managerial skills or replace Pat. A good manager is capable of getting through to Joe, and it’s entirely possible with the facts above that Joe doesn’t respect Pat. I say put management on a 30-day action plan.
Sharlyn Lauby says
Thanks for the comment Sam. I agree that putting Joe on a 30-day action plan could be interpreted as a “quit or be fired” message. There are times this kind of messaging is important and necessary. When possible, I’m an advocate for working with the employee to create an exit strategy. Joe did some good things while at Apex, recognize them and allow him to leave with dignity.
As far as management goes, Pat does need to do her part – set expectations, monitor performance, coach and discipline. I do believe there comes a time when employees must be receptive to hearing there’s a performance issue and responsible for correcting behavior. If Pat does her part and Joe doesn’t respond – I’m not sure fault lies with Pat.
Again, thanks for the comment. This case study has so many different angles to it. I enjoy reading everyone’s perspective.
TNS Employee Insights says
Teams can also be used to create high performing organizations: http://blog.tnsemployeeinsights.com/?p=148