What is the best approach to managing difficult but talented individuals?
Article Type: Q&A From: Strategic HR Review, Volume 8, Issue 4
Leading industry experts answer your strategic HR queries
In this economic climate there is a lot of temptation to “rationalize”the workforce by shedding difficult individuals that consume a substantial amount of management time and pose an increasing risk of litigation in the future. This becomes even more attractive when the HR director is challenged with a request to downsize an organization, especially if they have the mistaken belief that by reducing the number of troublesome but talented individuals they reduce the number of problems within the company.
Such willfully independent people tend to represent 20 percent of the best performers in an organization, although they can present 80 percent of the problems. Managing these difficult but talented individuals is becoming increasingly more complicated within flatter organizations. This is especially true where managers and team leaders are responsible for the performance of a workforce that is not made up of their direct reports. Persevering with them,however, can be rewarding as they have the ability to knock a company out of complacency and into increased performance and profitability.
Making the most of the mavericks
Trying to impose a conformist approach on these individuals is most likely to ensure that they become dysfunctional. I define leadership as trusted influence. Leadership over management is the key to harnessing this type of talent, with success dependent on an individualistic approach. Troublesome yet talented individuals require leaders to be worthy of following, having little time for those who do not come up to their exacting requirements. A good leader is able to inspire and extend trust and to influence these individuals to become better leaders themselves, regardless of the position that they may hold within the company. Helping to instill leadership capability, (including emotional and social intelligence) into these difficult but talented individuals is a great first step to harnessing their talent.
It is important to provide them with as much time as they need. These individuals value their expertise and what they believe to be their unerring ability to be right. As such they fear looking stupid and will do whatever they can to ensure that they do not receive a knock to their self-esteem. The ability to think well of themselves is all important. This is why they will want to be able to have instant access to their manager when they need to check their understanding of a brief. Restriction of this access will cause them to be resentful, frustrated and ultimately destructive. If their manager can remember that the constant questioning is not a challenge but a quest for clarity, and respond appropriately, this will enable the individual to become more productive. Once they are able to fully understand what is required and the relevant boundaries of the brief they will usually hurtle off at break neck speed completing their task with accuracy, insight and efficiency.
Following are some other points to help manage difficult but talented individuals:
Troublesome yet talented individuals – sometimes referred to as mavericks – require others to recognize their expertise and their uniqueness. Recognize this in subtle ways, as constant reinforcement of how good they are will be mistrusted. The best approach is to let them know that you are impressed when they exceed your expectations.
Demonstrate regularly and consistently that you believe in them. When a maverick mistrusts you, all is lost and it will be impossible to garner their cooperation in any initiative that you are involved in.
Try not to overly constrain them with unnecessary rules – they will break them anyway. Consider guidelines that allow them room to manoeuvre instead. This is the best way to get the most out of them.
When your talented employee “misbehaves” you need to give them a compelling reason to change. Let them know that their behavior is unacceptable,at times when they have gone too far. Get this right and you will have their respect forever. Remember, the way to do this is to influence them to change their behavior – employing command and control tactics will make things worse.
If a difficult but talented individual respects and believes in you, they will work tirelessly to ensure that your vision is implemented and is successful. For them to be effective, you need to let them be creative when and where they need to be.
Judith GermainBased at Dynamic Transitions Ltd, Epsom, UK
About the author
Judith Germain is MD of Dynamic Transitions Ltd, a leadership company specializing in working with “Troublesome Talent” and improving leadership performance within organizations. A regular contributor to the national and trade press, Germain is co-author of Amazon’s number two bestseller BusinessWise and a fellow of the Chartered Institute of Personnel and Development. Germain is an established CEO and senior team mentor and trainer. Judith Germain can be contacted at: jude@dynamic-transitions.co.uk
