Lynn G. writes: In my quest for a creative project manager, one that could jump start my team and create a little “healthy competition,” I may have made a mistake by hiring Tina (name changed). She is highly productive, but abrasive. In the wake of her accomplishments, Tina is slowly eroding the morale of the team. How do I keep Tina’s behavior in check without losing good staff ?
This is one of the biggest challenges for a young startup. Careful vetting, a preventative measure, is often cut short when you need better numbers fast. Identifying gaps or dysfunction in your existing team is another option to employ before hiring a diva to save the day. Have you clarified your team’s performance expectations and offered clear paths to achieving those expectations? Have you made clear in the hiring process, what behaviors will not be tolerated? In a founder’s haste to please investors and increase sales, it is often common to overlook the weak links in one’s management skills. Since Lynn did not specify behaviors unacceptable to the company from the start, I advised her to spell them out for future hires.
At this point, however, Lynn needs to determine if Tina’s downsides exceed her considerable contributions. Aberrant behavior can tolerated if the behaviors are seen as those in service of the company; it is often a high performer who saves staff jobs.
For now, what is Tina doing that is disruptive enough to justify a warning or an opportunity to change? Does Tina break team communications? Interrupt others? Does she lie, attack, harass or mistreat staff? Does she make people afraid to talk? Do you spend too much time correcting her and making excuses to staff?
Lynn answered “yes” to most of these questions. Lynn’s next steps? A warning? Dismissal? Or is Tina coachable? In the next CE post, I’ll share the qualities that make an employee coachable and some ways for doing so.
Need help in coaching up your diva or aberrant genius? I can help. Contact me at [email protected]