The Puzzle of Managing Problematic High Performers

There are many difficult personalities in the workplace and when the problems they cause outweigh their productivity, it’s an easily solved problem most of the time. However, when that difficult personality is tethered to a high-performing employee whose output significantly affects the bottom line, that is when executives and managers have a predicament. 

 

You have two options when you identify a high performer with a problem personality. One, you can terminate him or her, but then you risk not replicating this employee's output. Or two, work with the employee to lessen his or her problem areas while keeping the profitability stream flowing. Deal with the limitations and take advantage of the strengths!

 

It's a good idea to at least try the second option and if you do, here are the three most difficult personality types you'll have to deal with and how to manage them best:

 

1. The Prima Donna Superstar

 

Sure, he discovered a brilliant solution to one of your company's most pressing problems and is your biggest customer's favorite people, but this guy is a load to handle behind department walls. He needs … no, demands … a constant stream of praise, admiration and celebrity treatment. This coddling consumes your time and alienates his co-workers and peers who have to work a little harder to come close to your prima donna's results. 

 

The solution: Just make it clear to your prima donna how valuable his work is and that you appreciate his efforts. But, also inform him that he can be a real pain to work with and that he's entering a point of no return. Ask what you can do to avoid future problems and stress that your door is always open—but make it clear that these behaviors need to change (or else). By making him part of the solution and having him come up with a fix for a peaceful coexistence, you're likely to get his buy-in. However, let him win on your terms, not his. 

 

Prima donnas are not monsters, and they are usually decent people deep down inside. However, their egos have been fed too much in the past and occasionally, they're covering for a huge inferiority complex. 

 

Remember that the original definition of "prima donna" was the chief female singer in an opera or opera company. Their talent earned them that position and it was one of the most coveted positions in all the arts. Yes, they require more of your attention, but your alternative is watching a high performing employee walk out the door. 

 

2. “It’s Not My Job” Joan 

 

This person never breaks the rules … technically. She does everything her job description says she should, and she does it almost flawlessly. But ask her to go above and beyond, expand her role, or pitch in on another project, she responds with, “It’s really not my job.” 

 

The solution: Every successful organization is a team effort and it's your job to make that clear to Joan. Contributing to that success in any way needed is important. In today’s world, it’s expected for everyone to do things outside their predetermined job description occasionally.

 

Ensure that every member of the team knows that “whatever it takes” isn’t an option—it is a requirement. From the mailroom to the boardroom, it’s all for one and one for all. Which reminds me … are you modeling the behavior you want out of your employees? Don’t expect others to go the extra mile if you won’t.  

 

3. Peter Perfectionist

 

Nobody denies that your department perfectionist works hard. He dots every “i” and ensures that every “t” is crossed. But he’ll tweak that report or project until the cows come home and long after anyone with a normal work ethic would say it is done. 

 

The solution: People that do not accept "good enough" when it comes to their jobs are normally terrific assets. But the perfectionist ratchets that attitude up like it’s on steroids. As the manager, make sure your people don't sacrifice too much in a nonproductive quest for the best. I've seen too many people sacrifice too much time—or end up failing to achieve anything at all—trying to be perfect.

 

Help your resident perfectionist distinguish between things that he must complete to the letter, and the ones that don't. This is a difficult thing for many people to do, especially those who don't want to make a misstep. However, like many other parts of our job, it’s a teachable skill. Be clear when you’re explaining what must be done to your perfectionist. Go over how much time and energy each task is worth. In other words, don’t try to swat a fly with a sledgehammer!

 

When management ignores small issues and conflicts, they tend to grow larger until problems become major personnel issues. Deal with your most difficult personality types right away—and watch out for budding prima donnas, perfectionists, and other unhelpful types in the making.