Ron has been with you for 15 years and runs a major division. He is a good friend, works hard and everyone loves him – good ol’ Uncle Ron. The only problem is that you know deep down that Ron is not capable of taking the division into the future.
But how do you tell him and move him on to make way for someone who can?
I chair a group for The Executive Connection (TEC) where leaders meet in small groups to discuss their business issues. When the situation with Ron was brought to the group, everyone empathised with the member. The group was initially quiet after his heart-felt outline of the issue, until one member said gently “It’s like shooting Bambi!”
“Shooting Bambi” is probably one of the hardest things a leader has to do. We tend to avoid it, usually seeking sideways moves to address the problem.
No matter how this is dressed up, everyone knows that Ron is in the wrong place and you are not facing the issue and the obvious solution.
Although it might sound like one of those “unconscious incompetence” type situations, in reality Ron knows what’s going on, and is likely to react defensively when confronted with a sideways move.
You will be doing him and your organisation a favour by “releasing him to industry” or helping him to indentify a new position or direction in life. Dealing with the situation empathetically and with dignity will see him leave in the best possible manner.
The other common situation is the “terrorist” within your organisation.
Plotted on a simple Attitude and Performance matrix, the terrorist is often a high performer yet rates low on attitude.
This person is productive and popular in certain circles, but is also a rumour-monger. While they pay lip service to leadership, they criticise the organisation and its decisions in the corridors and car-parks.
Everyone in the organisation knows what’s going on, and often the leader is the last to become aware. Once aware, the leader endures the behaviour because of good performance elsewhere, or because they are at a loss to know how to deal with it.
Sometimes the terrorist doesn’t realise the impact of their behaviour and can be managed to behave differently. This only works if the culprit is told in no uncertain terms “If your behaviour doesn’t change, your future at this organisation will be in jeopardy.”
If you aren’t straightforward to begin with, it is unlikely that the terrorist will act any differently.
This situation arises in TEC groups often. Once the “real” issue is uncovered, the member is challenged to deal with their terrorist. The member agrees to be held accountable to a certain course of action, holds their “feet to the fire” and usually gets the result they desire.
In dealing with the “terrorist”, I advise that my TEC members draw on the performance management tool outlined in my previous blog –Susan Scott’s “Fierce Conversations”.
This approach will give you the best chance of producing the desired result.
