The Trouble With Hanging On To Workplace Misfits

It would be ideal if recruiting worked perfectly and all new hires were perfect assets to your specific workplace culture. But that's not ever going to be the case. We humans are a widely varied bunch and every process — recruiting, onboarding, and management — is dictated by the uniqueness of the people involved.

So there are always going to be some new hires that in due time reveal themselves as inappropriate to the requirements and spirit of your workplace culture. And typically, all too often, these people are kept on and on and on until the inevitable has to happen. They must be let go. But usually this follows months and even years of team upheaval, manager distress and disappointment, and of course inadequate work ethic and output.

What's the problem? Why is it so hard to pull the plug on these folks early on?

Three Key Management Traps:

1 - False Hope

You believed in the person when you agreed to hire him/her, so you want to give that person as much time and freedom to get acclimated and prove you were correct in your decision. You know it's often challenging at first when someone joins an existing team or takes over for a leader that has now left the company or been promoted to new stature and greater responsibilities.

So you continue to hope that all will be well — in due time — even when the signals start to appear that it won't. After all, you are terrifically busy and you don't want to believe that you made a mistake and now have to let this person go and hire someone new. After all, that's going to be a drag on your time AND on your ego AND on your professional reputation.　

2 - Not Wanting To Hurt Anyone's Feelings

Most people would prefer to never hurt anyone's feelings or upset the status quo. And business managers and supervisors are no different. So rather than bring up the evidence that someone is having a difficult time, or is acting out their dissatisfaction by coming late to meetings, refusing to be present in team meetings by monkeying around in their iphone, or routinely turning in their work after the deadline you wait, you put off the "big talk for small boys/girls."

And it just gets worse. And worse. And even worse. Until you absolutely have to take action or your entire team or company will be all over you to do something.

3 - Hating To Admit The Mistake In Hiring

It's not just that you have to face having confrontational conversations with the misfit in question, you also have to come to terms with the fact tat you got it wrong during the recruiting process. And even if you inherited the person when their former manager left the company or got promoted, you still had faith that everything would work out.

But now there's no room for turning a blind eye, hoping against hope that you will be redeemed as having made a good decision in bringing the person on and/or having hoped they will turn themselves around and become reformed. You must accept defeat and it feels terrible.

So what to do the next time!?

Three Management Misfit Musts

1 - Address Issues Immediately

The biggest mistake managers make is to wait to bring up problems. It gives both people a false sense of optimism that everything will be alright when it isn't now and may never be. Nip problems in the bud, as they say, and you'll be way ahead of the game when the person does step up to the plate OR they continue to spiral downhill making their exit a foregone conclusion.

2 - Allow Only One Second Chance

The second biggest mistake we see is managers waffling about what to do. They announce one thing ("You have to meet the next deadline or we'll need to meet with HR.") and then do something else ("I appreciate that there was some difficulty in your family this past month, perhaps you can get everything on track now.") leaving the managee to believe they have many more options and/or chances going forward and therefore making the task of letting them go more prolonged and more painful—for both of you.

3 - Cut The Connection ASAP

We've seldom seen a PIP (performance improvement program) lead to someone turning it around and being able to stay on the job. We're not saying never do it, but it's cleaner and more in keeping with fair treatment to let the person go, allowing HR to take care of the specific details, so that the person can get on with their professional life and you can move on to recruit a more appropriate replacement. The sooner you can come to the conclusion that the person will not ever be a good culture fit, the better for everyone involved.

The key to moving forward with less pain and considerably reduced use of your precious time is to remember that almost never do people change their stripes in order to fit in where they don't actually belong in the first place.

I look forward to hearing about your experiences with having to let misfits go.

Thanks to Judith Sherven, PhD / LinkedIn
http://www.linkedin.com/today/post/article/20140203064008-85384926-the-trouble-with-hanging-on-to-workplace-misfits

Designing The Smart Organization: How Breakthrough Corporate Learning Initiatives Drive Strategic Change And Innovation By Roland Deiser

Designing The Smart Organization: How Breakthrough Corporate Learning Initiatives Drive Strategic Change And Innovation By Roland Deiser Digital media products such as Amazon MP3s, Amazon Instant Videos, and Kindle content can only be purchased on Amazon.com. Average customer review: (6 customer reviews)

Product Description

Filling a gap in the literature, this book offers an innovative interdisciplinary approach to learning for corporate strategic development, linking the domains of strategy, organizational design, and learning. To demonstrate how this process drives the boundaries of the practice way beyond the established notion of simple training and management education, the book is filled with detailed case studies from leading global organizations, including Siemens, ABB, BASF, the US Army, PricewaterhouseCoopers, EADS, Novartis, and more. These studies reveal how large-scale corporations are using the power of dynamic corporate learning approaches to drive innovation, enhance cultural values, master post-merger integration, transform business models, enhance leadership culture, build technological expertise, foster strategic change processes, and ultimately increase bottom line results.

For any company that wants to compete in the 21^st century, Designing the Smart Organization offers inspiring perspectives for integrating corporate learning as a core business practice that will create sustainable strategic and organizational capabilities.

Product Details

• Amazon Sales Rank: #715458 in eBooks
• Published on: 2009-10-01
• Released on: 2009-10-01
• Format: Kindle eBook

Editorial Reviews

From the Inside Flap

Designing the Smart Organization

Increased competition in the international marketplace and the volatile and ever-changing economic landscape have put the spotlight on corporate learning as a business function that can help determine and sustain long-term business success.

Written by Roland Deiser—an internationally acclaimed expert on building strategic capabilities into large-scale systems—Designing the Smart Organization outlines an innovative paradigm of corporate learning that can help any organization achieve remarkable results. In this groundbreaking book, Deiser abandons the traditional thinking about corporate learning and redefines it as the core engine for building sustainable "strategic competence" into the DNA of a firm. Thus corporate learning becomes an indispensable enabler of continuous strategic innovation and change.

Designing the Smart Organization provides a framework for a more comprehensive and strategic perspective of the corporate learning agenda that puts special emphasis on integrating learning interventions with the strategic process of the firm. To demonstrate how this process drives the boundaries of the practice way beyond the established notion of simple training and management education, the book is filled with case studies from leading companies and organizations including ABB, EADS, Siemens, Novartis, BASF, Pricewaterhouse-Coopers, and the U.S. Army. These studies reveal how leading large-scale and cutting-edge global corporations are using the power of dynamic corporate learning approaches to drive innovation, enhance cultural values, master post-merger integration, transform business models, build technological expertise, foster strategic change processes, and ultimately increase bottom-line results.

For any company that wants to compete in the twenty-first century, Designing the Smart Organization offers inspiring perspectives for integrating corporate learning as a core business practice that will create sustainable strategic and organizational capabilities.

From the Back Cover

Designing the Smart Organization

How breakthrough corporate learning initiatives drive strategic change and innovation

Roland Deiser

Praise for Designing the Smart Organization

"Without any qualification and only with heartfelt enthusiasm, this book should be read immediately by every leader in every institution. My excitement is based on three profound contributions that Deiser's book offers: 1) the single best argument and summary of 'organizational learning' and its significance, 2) ten brilliant and powerful case studies which illustrate his concepts and tremendously practical action steps, 3) this book is especially useful right now in these times when all organizations are facing uncertainty, chaos, and crises. What could be more important to organizational systems and their leaders than to learn, adapt, and recover from these setbacks!"
—Warren Bennis, Distinguished Professor of Business at the University of Southern California, author of On Becoming a Leader, and coauthor of Transparency and Judgment

"A smart, useful book; but it is more than just that. With logic and examples, Roland helps us realize just how much we must regrind our lenses for seeing how deep learning can naturally happen in an organization if we just move beyond traditional notions of corporate training and re-conceive learning as a strategic imperative. I highly recommend this book for any corporate leader who wants to succeed in a rapidly changing world."
—John Seely Brown, independent co-chairman, Deloitte Center for the Edge; former chief scientist of Xerox Corp and director of its Palo Alto Research Center (PARC); and coauthor, The Social Life of Information and The Only Sustainable Edge

"[This book is] filled with knowledge and insight about the challenges learning organizations face in the transition from a traditionalist mindset to a forward-looking perspective on learning strategy. If learning organizations can't make this leap they are likely to be relegated to the back office."
—Michelle Marquard, director, corporate learning, Cisco Systems, Inc.

About the Author

Roland Deiser is the founder and executive chairman of the European Corporate Learning Forum (ECLF) and serves as a senior fellow at the Center for the Digital Future at the University of Southern California Annenberg School of Communication. He is an internationally recognized expert on strategy, organizational design, and innovation, with a focus on building strategic capabilities into large-scale systems. His professional work is strongly rooted both in both academia and practice.

http://astore.amazon.com/amazon-book-books-20/detail/B002RMSZ5G

 

The Essential Guide For Hiring & Getting Hired By Lou Adler

The Essential Guide For Hiring & Getting Hired By Lou Adler List Price: $14.95 Price: $13.46 & eligible for FREE Super Saver Shipping on orders over $25. Details Availability: Usually ships in 24 hours Ships from and sold by Amazon.com 5 new or used available from $12.45 Average customer review: (44 customer reviews)

Product Description

This book is written for everyone involved in the hiring process.
 
It will help hiring managers and recruiters find and hire more top-notch people for any job, from entry-level to senior executive. Using the two-question Performance-based Interview, anyone who is involved in assessing candidates will quickly be more effective and more accurate.
 
Just as important, it will help job-seekers find better jobs by giving them an inside view of how most companies look for, assess and hire new employees. Hiring top talent starts by clarifying expectations up front. This has been shown to be the primary reason people perform at peak levels. This book is based on the Performance-based Hiring process Lou Adler introduced in his Amazon bestseller, Hire With Your Head.
 
Performance-based Hiring is now used around the world in small and large organizations and companies. However, it is a non-traditional hiring process. Performance-based job descriptions--which we call performance profiles--replace the commonly used skills- and experience-based job descriptions. Instead of emotions, feelings and biases, evidence is used to assess competency and fit within the organization. Rather than weed out people who don't posses some arbitrary list of prerequisites, compelling career messages are used to excite and attract the best.
 
Due to this unconventional but commonsense approach, David Goldstein of Littler Mendelson, the largest labor firm in the U.S., was asked to review Performance-based Hiring and provide a general statement of validity. Here's his summary:
 
"Because the Performance-based Hiring system does differ from traditional recruiting and hiring processes, questions arise as to whether employers can adopt Performance-based Hiring and still comply with the complex array of statutes, regulations, and common law principals that regulate the workplace. The answer is yes.
 
In particular: 

• A properly prepared performance profile can identify and document the essential functions of a job better than traditional position descriptions, facilitating the reasonable accommodation of disabilities and making it easier to comply with the Americans with Disabilities Act and similar laws.
• Even employers that maintain more traditional job descriptions may still use performance profiles or summaries of performance profiles to advertise job openings. Employers are not legally required to post their internal job descriptions when advertising an open position. Nor is there any legal obligation to (or advantage in) posting boring ads.
• Focusing on Year 1 and Beyond criteria may open the door to more minority, military, and disabled candidates who have a less 'traditional' mix of experiences, thereby supporting affirmative action or diversity efforts.
• Conducting performance-based interviews ensures that the interviews will be structured and properly focused and minimizes the risk of an interviewer inquiring into protected characteristic. Moreover, since the performance-based interviews are conducted pursuant to a common methodology, one is assured that the candidates are being fairly compared.
• Performance-based interviewing promotes fair consideration of the different skills and experiences that each candidate has to offer--which is essential to promoting diversity."

Performance-based Hiring can help companies find and hire the best talent available. On the other hand, understanding how companies make these critical decisions can help job-seekers navigate these tricky waters, the poorly designed hiring processes still in use. But no matter which side of the hiring desk you are on, hiring the right person or getting the right job will increase satisfaction, performance and motivation. All it takes is a little common sense, which surprisingly seems in short abundance in the world of hiring.

Product Details

• Amazon Sales Rank: #11199 in Books
• Published on: 2013-04-24
• Original language: English
• Binding: Paperback
• 280 pages

Editorial Reviews

About the Author
Lou Adler is the president of The Adler Group (www.louadlergroup.com), an international training and consulting firm helping companies implement Performance-based Hiring. He is the Amazon bestselling author of "Hire With Your Head" (John Wiley & Sons, 3rd Edition, 2007), the Nightingale-Conant audio program "Talent Rules! Using Performance-based Hiring to Hire Top Talent" (2007) and "The Essential Guide for Hiring & Getting Hired" (Workbench 2013). Adler is a noted recruiting industry expert, international speaker, and columnist for a number of major recruiting and HR organization sites including SHRM, HRPA, SMA, ERE, LinkedIn, Kennedy Information and HR.com. He holds an MBA from UCLA and a BS in Engineering from Clarkson University.

http://astore.amazon.com/amazon-book-books-20/detail/0988957418

 

Joy, Inc.: How We Built A Workplace People Love By Richard Sheridan

Joy, Inc.: How We Built A Workplace People Love By Richard Sheridan List Price: $27.95 Price: $19.45 & eligible for FREE Super Saver Shipping on orders over $25. Details Availability: Usually ships in 24 hours Ships from and sold by Amazon.com 53 new or used available from $14.57 Average customer review: (28 customer reviews)

Product Description

The moment you walk into Menlo Innovations, you can sense the atmosphere full of energy, playfulness, enthusiasm, and maybe even . . . joy. As a package-delivery person once remarked, "I don't know what you do, but whatever it is, I want to work here."

Every year, thousands of visitors come from around the world to visit Menlo Innovations, a small software company in Ann Arbor, Michigan. They make the trek not to learn about technology but to witness a radically different approach to company culture.

CEO and "Chief Storyteller" Rich Sheridan removed the fear and ambiguity that typically make a workplace miserable. His own experience in the software industry taught him that, for many, work was marked by long hours and mismanaged projects with low-quality results. There had to be a better way.

With joy as the explicit goal, Sheridan and his team changed everything about how the company was run. They established a shared belief system that supports working in pairs and embraces making mistakes, all while fostering dignity for the team.

The results blew away all expectations. Menlo has won numerous growth awards and was named an Inc. magazine "audacious small company." It has tripled its physical office three times and produced products that dominate markets for its clients.

Joy, Inc. offers an inside look at how Sheridan and Menlo created a joyful culture, and shows how any organization can follow their methods for a more passionate team and sustainable, profitable results. Sheridan also shows how to run smarter meetings and build cultural training into your hiring process.

Joy, Inc. offers an inspirational blueprint for readers in any field who want a committed, energizing atmosphere at work—leading to sustainable business results.

Product Details

• Amazon Sales Rank: #16107 in Books
• Published on: 2013-12-26
• Released on: 2013-12-26
• Original language: English
• Number of items: 1
• Dimensions: 1.00" h x 6.30" w x 9.10" l, 1.05 pounds
• Binding: Hardcover
• 288 pages

Editorial Reviews

Review

"Joy, Inc. is a marvelous title, sure. But this masterpiece delivers and delivers and delivers. I beg you to keep taking deep breaths and imagining the world that Richard Sheridan reveals. Then . . . give it the best shot you can. I do truly beg you."

—Tom Peters, coauthor, In Search of Excellence

"Redefining management, the way Richard Sheridan did at Menlo Innovations, is a big task. But with the direction and inspiration he provides in Joy, Inc., you can tap into your team's trust, enthusiasm, and energy to successfully build your own stronger organization."

—Captain D. Michael Abrashoff, author, New York Times bestselling It's Your Ship

"Sheridan and his colleagues at Menlo Innovations have created one of the world's most inspiring—and productive—workplaces, and he reveals its secrets in this highly readable and thought-provoking book. Joy Inc. is about a way of organizing work so logical, so effective, and so rewarding that you have to wonder why everyone doesn't do it. Maybe now they will."
—Bo Burlingham, author, Small Giants, and editor at large, Inc. magazine

"Readers who have experienced lean or agile software development may recognize the tools Sheridan used to create a totally different organizational model. But make no mistake—bringing them to life to create a joyful workplace is an act of leadership and teamwork, not implementation. Joy, Inc. shows us how the right intentional culture, combined with the right systems of management, can bring joy and exceptional business success."

—Jeffrey Liker, author, The Toyota Way

"Joy, Inc. is the next step in the evolution of leadership and organization theory. And how appropriate that it comes from Menlo Innovations, the namesake of Edison's 'invention lab.' Sheridan offers not only a manifesto for elevating the soul of organizations but a trail guide from a skilled explorer to help us follow his lead."

—Joseph Grenny, coauthor, Influencer

"An amazing book about a stunning idea. Can you deliberately create a corporate culture that challenges every conventional wisdom on how a workplace should and must operate—while simultaneously skyrocketing performance? Sheridan says yes, and outlines how he and his team he did it. It's a riveting story that left me deeply inspired."

—Frans Johansson, author, The Click Moment, and CEO, The Medici Group

About the Author

RICHARD SHERIDAN is CEO and cofounder of Menlo Innovations, which has won the Alfred P. Sloan Award for Business Excellence in Workplace Flexibility for six straight years and five revenue awards from Inc. magazine. He frequently speaks at business conferences and to major corporations such as Mercedes-Benz, Nike, and 3M.  He lives in Ann Arbor, Michigan.

 

http://astore.amazon.com/amazon-book-books-20/detail/1591845874

 

 

The Confidence Gap: A Guide To Overcoming Fear And Self-Doubt By Russ Harris

The Confidence Gap: A Guide To Overcoming Fear And Self-Doubt By Russ Harris List Price: $15.95 Price: $13.07 & eligible for FREE Super Saver Shipping on orders over $25. Details Availability: Usually ships in 24 hours Ships from and sold by Amazon.com 67 new or used available from $7.72 Average customer review: (24 customer reviews)

Product Description

Too many of us miss out on opportunities in life because we lack self-confidence. Whether it's public speaking, taking on a leadership role, or asking someone for a date, there are situations in which we just don't feel equipped to handle the challenges we face.

Russ Harris offers a surprising solution to low self-confidence, shyness, and insecurity: Rather than trying to "get over" our fears, he says, the secret is to form a new and wiser relationship with them. Paradoxically, it's only when we stop struggling against our fearfulness that we begin to find lasting freedom from it.

Drawing on the techniques of Acceptance and Commitment Therapy (ACT), a cutting-edge form of cognitive-behavioral therapy, The Confidence Gap explains how to: 

   • Free yourself from common misconceptions about what confidence is and how to build it
   • Transform your relationship with fear and anxiety
   • Clarify your core values and use them as your inspiration and motivation
   • Use mindfulness to effectively handle negative thoughts and feelings.

Product Details

• Amazon Sales Rank: #22319 in Books
• Published on: 2011-09-13
• Released on: 2011-09-13
• Original language: English
• Number of items: 1
• Dimensions: .73" h x 6.33" w x 8.93" l, .85 pounds
• Binding: Paperback
• 240 pages

Editorial Reviews

Review
"This book could save you years of psychological struggle, yank you out of negative emotional patterns, and help propel you to a much happier, more productive life."—Martha Beck, author of Finding Your Own North Star

"An exciting alternative to the usual approach of so many self-help books. Harris explains how we can work with ourselves as we are, rather than aggressively trying to alter ourselves. I'm impressed by the simple and effective methods of ACT."—David Richo, PhD, author of How to Be an Adult in Relationships

"One of the most hopeful (and helpful) messages we can take away from this book is this: we can learn to do the things that matter, even when our minds say it's not possible."—Spirituality & Health

About the Author
Dr. Russ Harris is a physician, therapist, and speaker specializing in stress management. He travels nationally and internationally to train individuals and health professionals in the techniques of ACT. Born and educated in England, he now lives in Australia. For more information, visit actmindfully.com.au.

http://astore.amazon.com/amazon-book-books-20/detail/1590309235

 

9 Difficult Types Of Employees (And How To Handle Them) Part 2

In the first part of this article [9 Difficult Types Of Employees (And How To Handle Them) Part 1] we looked at four talented but difficult types of employee, (based on the negative aspects of Belbin's team roles), that you might face and how to handle them. The first 4 of these talented but difficult types of employee were:

1. The Mad Scientist
2. Mozart
3. Clean Hand Luke
4. Four Weddings

In this article we will look at the next five:

1. Mr. Inflexible: This is the Belbin 'specialist' gone wrong, big time. When things are good, the specialist is single-minded, self-starting, dedicated and offers skills and knowledge in rare supply, but when gone bad this type focuses in too narrowly on their subject of their choice to the detriment of other areas. You may struggle to get them to input, show enthusiasm for or deliver in areas outside their specialist area. This can make your team or organization inflexible.

How to Handle: If you can accommodate it in your organization and it is beneficial to overall effectiveness move them into a specialist role or area where they can indulge their specialist tendencies – and you may find they work more efficiently as a result. Alternately, give them time to focus on their specialist area but goal them to deliver projects and outputs outside of their specialism.

2. Butterfly: This is Belbin's 'Resource Investigator' gone wrong. Normally, this type is an asset, e.g they are enthusiastic, outgoing, communicative and they explore and develop contacts who can help the project. The trouble is extreme 'Butterflies' may be too transient, lose track of activity and forget to follow up on a lead.

How to Handle: Turn their innate networking activity from a hobby into a vocation (which it really should be) by assigning them measurable goals such as specific resources they need to relocate within a certain time scale. Evaluate the quality/suitability of resources they find and feed that back to them at review time to educate them as to what valuable and effective resource investigation activity is.

3. Win at all Costs: We have all met this type. It is Belbin's 'shaper' gone badly wrong. While the shaper is ordinarily: challenging, dynamic and works well under pressure and they have the drive and courage to overcome obstacles, however, gone wrong they are so driven they can become aggressive and bad humored in their attempts to get things done. They can drive down morale in your team and lower productivity and staff retention.

How to Handle: Build a culture that values not just getting things done but values how it is done. Lead by example and show the 'win at all costs' type they are operating outside the culture. Coach them and goal them and bonus them on both productivity and team morale targets.

4. Analysis Paralysis: This is the Belbin 'Monitor Evaluator' gone wrong. While they can be a great asset as they are sober, strategic, discerning, they evaluate options and judge accurately,  they can be overly critical and slow moving. They can be prone to analysis paralysis and their excessive decision making processes can lead to unacceptable periods of inactivity.

How to handle. Give them deadlines in which to make decisions. Show them the impact of their drawn out decision making in terms of lost output time, increased time to market, lower service levels, etc. and bonus and reward them on faster effective decision making. If their decision making is mission critical to your business, contemplate assigning a mentor or putting them on a targeted training course on decision making.

5. Super Tanker: This is the Belbin 'Implementer' gone wrong. On the one hand they are disciplined, reliable, conservative and efficient and they turn ideas into practical actions, but once they get locked into a particular course they are difficult to shift in to a new direction, like a super tanker is.

How to Handle: Focus them in areas where there is limited unpredictability and where long-range strategies are set and generally adhered to. Coach and mentor them on adaptability and over emphasize the benefits of change. Most importantly, give them some time to absorb the change as once the panic and shock has passed they will be more open to the new situation.

Thanks to Kazim Ladimeji / Recruiter / Recruiter, LLC
http://www.recruiter.com/i/9-difficult-types-of-employee-and-how-to-handle-them-part-2/ 

 

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9 Difficult Types Of Employees (And How To Handle Them) Part 1

No matter the size or type of your business, and no matter how smooth and streamlined your talent management processes you will come across difficult employees. By difficult I don't mean a chronically bad employee, because from a philosophical perspective, they are easy to handle, that is, they need to improve or move on.

When I say difficult, I mean those talented employees who are perhaps being held back from realizing their full potential due to some difficult aspect of their behavior. In these situations you need to harness or minimize the difficult behavior so they can reach their full potential and make maximum contribution to the business.

To that end I have outlined nine types of difficult employees based around the negative aspects of Belbin's team roles – and described techniques to handle them. The first four are below and the next five will appear in a follow up article.

1. Mad Scientist: This is Belbin's creative 'plant' gone wrong. The upside of 'plants' is that they are creative, imaginative and can solve very difficult problems, but the downside is that they can be unorthodox, forgetful and may find it harder to knuckle down and focus on more routine tasks when this is required. They can quickly become ineffective and fail to produce or get things done.

How to handle: Creative types certainly need space to think, so why not allow them 10 percent time to work on new ideas that will deliver a return to your business? But, remind them that they are not Michelangelo painting the Sistine Chapel; they need to produce now, not in four years, and even Michelangelo had to deliver an ROI. So, to harness and focus their creativity, set and document goals for coming up with creative ideas that could generate more revenue, profits and customers. Make sure to bonus them if these ideas work, but be accepting of mistakes or you will stifle creativity.

Having harnessed their creativity, make sure to set them projects/goals around the routine work with individual project milestones and a deadline to help them focus more on the routine aspects. This should make them more effective and productive by showing them what's needed and by quantifying shortcomings, e.g. project slippage and delayed revenue.

2. Mozart: This is the Belbin 'completer finisher' gone wrong. We know these perfectionist types are conscientious, painstaking and deliver on time, but they can also take their perfectionism to extremes, which has its own problems. They may struggle to delegate, can be impatient or hypercritical of others, and may focus on the last 2 percent obsessively when 98 percent is good enough. Excessive levels of perfectionism can cost your business time, money and team harmony.

How to handle: Perfectionists may not make the best managers as they may be hypercritical of staff. They may struggle with being in charge of big, complicated projects as their perfectionism, inability to delegate and impatience may demoralize the team and slow the project. Try to focus them in on jobs requiring attention to detail.

3. Clean Hand Luke: This is a Belbin 'coordinator' taken to the extreme. They are mature, confident and great team leaders, they clarify goals, encourage decision making and delegate well. Dream employee? What can go wrong? Well, these employees may have fallen out of love with getting their hands dirty and might overly delegate leaving themselves with little work to do, and leaving you with an under-utilized resource.

How to handle: If your management culture expects coordinators to muck in when necessary, lead from the top. If things need doing, yet subordinates are fully utilized and some managers seem to be sitting back and not mucking in, lead by example and role up your sleeves and start mucking in too. Show them that if it's not too menial a task for the director or CEO, it's certainly not to big task for a team leader. This should embarrass them into action and help to change the culture.

4. Four Weddings: This is Belbin's 'team worker' gone wrong. Ordinarily the team worker is a great asset; they are cooperative, mild, perceptive and diplomatic but they can be prone to indecision when unpopular decisions need to be made.

How to handle: Might not be suited to leadership positions without coaching on decision making processes. If they are in leadership positions, this is in some way fixable by coaching in developing a decision-making process. Coach them on how to establish facts, gather opinions, develop a rationale  to make an informed decision. Assign a business mentor who they can confide in and bounce their ideas off.

If you found these tips for dealing with difficult new hires helpful, be sure to tune in for part two of this article to discover more.

Thanks to Kazim Ladimeji / Recruiter / Recruiter, LLC

http://www.recruiter.com/i/9-difficult-types-of-employees-and-how-to-handle-them-part-1/

 

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