Remember your stars as you work with problem players
December 8th, 2002 by HalKen Harden, Builder.com, writes Remember your stars as you work with problem players. The author advises project managers to not let weak players drag down the team, particularly the team members that give 100% everyday. His advice, "Find an acceptable point of failure, and then let it happen." He's saying to let the breakdown occur to surface the problem with the poorer performers. While that might look unacceptable to many high-achieving project managers, Harden argues it is often the only way to bring the necessary attention to the project. For project managers that have team members assigned to the project by others, this may be a reasonable point of leverage. Harden highlights the concern by noting that "The most dysfunctional teams are always going to get the lion’s share of the company’s attention and remedial resources." That point is well-supported by research.
In the best-selling book First, Break All the Rules authors Buckingham and Coffman share 25 years of Gallop data on how disproportionately high attention to poor performers gets in the way of teams learning from their high performers. I'm not sure Buckingham and Coffman would agree with Harden's specific advice, but they are very clear on one point: spend more time with your high performers. You will learn from them and raise the standards of performance for the whole team.
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December 9th, 2002 at 1:41 pm
To be fair to the writers at Builder.com, when you stop by to read the article, leave your rating.
December 9th, 2002 at 6:51 pm
If a team of managers can not in a timely manner, address the problem at hand, and develop a system to train the individual or help him to recognize his or her problem areas, and the unfortunate fait that awaits them. Where does the problem begin actually begin. Human Resources? Field Managers? Dept. Managers?
If all we have to do is develope key players to promote, and manuever others between teams,like playing a game chess. We ourselves are not Managers. Project or otherwise.
If a person is not performing, don’t betray their confidence or ability. Work with them, find the niche inside them. If it does come down the unfortunate fait of having to let the person go, then do so honestly.
If you set them up to fail,(let’s face it, that is what you’re doing)eventually, the word will get out, and someone like the up and coming Michael Jordon on the team, may decide you are not performing.