Here’s a quandary with which every CEO must deal at some point: an extremely challenging achiever who always exceeds expectations but not without inordinate baggage has become the bane of your existence. So, what’s the quandary? They happen to have a significant flaw that makes life miserable for you and for those around them. Even though these ultra-high performers always get the job done, and even exceed expectations, they know they’re good, and the best you have, and believe they are irreplaceable. Even worse, everybody else does, too, including you.
How do you manage wunderkinds without spending your career running the gauntlet every time they wake up on the wrong side of the bed? The trick is to crack their DNA code and find their specific, not-so-obvious hot buttons. What is the “Rosetta Stone” that deflates this person’s ego to a manageable level while keeping their confidence? Is it their need to be the center of attention, or do they thrive on causing chaos, always claiming to be right and starting arguments just for sport? Once you find their vulnerabilities you are more than halfway home to discovering the silver bullet to neutralize their annoyance factors while preserving their productivity to achieve continuing results.
Case in point: your number two guy is, in fact, a rainmaker who can woo customers and charm their socks off while solving problems with little or no direction. The downside, however, is that everything with them is a cause célèbre.
The simple and easiest solution to this thorny issue is to call the person into your office and put your cards on the table. Tell them that they are great, you love them for their good work, but they are a real pain with which to deal and have reached the point of not only being tedious but also approaching the crossroads leading to a place neither of you wants to go.
During your heart-to-heart, ask them what you can do to avoid future problems that are unproductive. Promise, however, that when they have something to say to you, they can always come in, close the door, and vent with impunity. Remind sporadic malcontents that, just like in Las Vegas, what is said there stays there. Make them a part of the solution by putting the onus on them to come up with a fix for a peaceful and productive coexistence. Allow them to win, but on your terms, not theirs.
In reality, this is not much different from how one manages a six-year-old, giving the child two alternatives from which to choose; of course, the right answer is obvious, but you let them decide which fork in the road to take. Let the prima donna take ownership of the solution, even though you “managed them” to the right answer.
The worst thing a boss can do is let them see you sweat. Most of the bullies in this world become bullies because they know they get under somebody’s skin and get away with it. Be sincere, forceful, yet non-confrontational; keep an open mind, suck it in, and do not make it personal even though you are tempted to do so.
Prima donnas take more time and attention, but the alternative of losing high performers can be worse. Don’t ever forget the superstars who produce are proven commodities. For good or bad, they are the devil you know.
Visit Michael Feuer’s website www.TipsFromTheTop.info to learn more about his columns, watch videos and purchase his books, “The Benevolent Dictator” and “Tips From The Top.”
