Some performance management situations are straightforward: They typically are about keeping good people engaged or having tough conversations with underperformers. But then there are those talented, high-performing staff members who can be, shall we say, challenging. I call them “high-maintenance-but-worth-it” employees. Overall, they make positive contributions, but they have habits you’d like them to overcome.
Recognize any of these?
Do any of these employee types sound familiar?
The impulsive-idea person. They are the bright team members who jump the gun to make decisions or launch projects before consulting with their bosses or colleagues. They mean well and their ideas are usually good, but they leave people feeling bypassed. You end up mending fences and sometimes must undo the work.
The change-averse. They’re the first to raise concerns, imagine worst-case scenarios and stew about an upcoming change. Eventually, they get with the program. You give them that grace period but wish you didn’t have to.
The time-challenged. They bring a lot of talent, but they’re not great at time management. They work right up to deadlines and sometimes miss them (usually with a sincere apology). What they deliver is inevitably high quality, but it comes with a side order of tension for everyone.
The tact-challenged. They see a situation that could be better (and they’re right), so they speak their minds. But their brutal honesty is often remembered more for its tough edge than its valuable insight. Even when you agree with them, you find yourself doing damage control about the feathers they’ve ruffled.
The worrier. Some people are just glass-half-empty oriented and need a high degree of support. They fret about failure and seek more feedback than others. It could be imposter syndrome nagging at them, even though they should be confident in their skills. You spend extra time reassuring them that all is well.
The inscrutable. Their work and work ethic are fine. But are they happy? Are things going well? “I’m fine,” they tell you, and that’s it. They’re the quietest voice on the team. Colleagues may read their introverted demeanor as antisocial and hesitate to involve them in work projects or extracurriculars. You find yourself torn between giving them space and drawing them out.
The scorekeeper. We all keep a little ledger in our heads about how much we give and how much we get in return, but scorekeepers take it up a notch. These bright, productive folks have a finely tuned sense of perceived slights. How did that person get promoted after only a year when it took much longer for some of us? Why didn’t my project get mentioned at the staff meeting during kudos time? You feel on the defensive too often in conversations with them.
The silo keeper. As leaders, they get results, and their team is happy. But they don’t encourage collaboration. While they are great advocates for their team, silo keepers are less inclined to cheer for others, even when it is warranted. They need a reminder to connect with other teams.
Keep in mind, each of these high-maintenance staff members brings lots of gifts to the party. You just wish they’d shake off the quirks that cause you extra work.
Tips for managing quirky staffers
You might think that because these folks have talent, you can simply deal with their idiosyncrasies as you go. But I suggest you can free up time by taking proactive steps to help them become even more valued employees.
1 Fact-check your assumptions. Once we put a name on someone’s behavior, like “impulsive-idea person,” we tend to keep it front of mind. But we could be victims of selective perception by looking for things to confirm our belief. Ask yourself: How often does this behavior really happen? How long has it been since the last time? Have I misbranded someone, or do I know for certain they will keep exhibiting these behaviors?
2 Do a cost-benefit analysis. How much pain does this person cause? Is it a minor irritation or a recurring migraine? Does the behavior affect only you, the boss? You may decide that your conversations with a “worrier”are worth it, because they help build bonds with a good employee. But when the behaviors negatively affect other team members, it’s your obligation to act.
3 Talk with the individuals, not about them. I often find that managers can describe their “high-maintenance-but-worth-it” staffer to me in vivid detail. But when I ask how they’ve addressed the situation with the employee, they admit that they’ve avoided it. The person is good in so many ways that they see risk in tackling the shortcomings. That’s not fair to staffers who deserve your candor and care. And don’t let it wait until an annual review. Do it now.
4 Be supportive of their strengths and precise about the impact of their behaviors. The next time you face a “high-maintenance” situation, sit down with the staffer and chat. For instance: “Eric, When you reported the software glitch, you told the IT manager that ‘the help desk sucks and doesn’t care.’ I know you were frustrated, but when you speak like that, people are understandably defensive. You have high standards and are a straight shooter. But I want you to use less ammo in the future. I’ve held off mentioning it, but I want us to be on the same page about how your bluntness can cause harm.”
5 Articulate a specific, measurable goal. For the time-challenged, you may need to discuss earlier deadlines or periodic check-ins. For the inscrutable, explain how they could benefit from raising their profile a bit. Name the behavior, and explain its impact and what you’d like them to do more of or less of, start or stop. Remind them you are saying this because they are important to the team and you want them to succeed.
6 Reinforce the new behaviors. When you see progress, call it out. Praise your former silo keeper for collaborating. High-five your former scorekeeper for cheering someone else’s opportunity. Thank your evolving change-averse staffer for working hard to dive into new things. Let them know you see what they’ve accomplished, so they keep it up.
Remember, there are no perfect employees — or perfect bosses, either. At some time, we all require some maintenance, from low to high. The trick is to make sure we’re worth the effort.
