Dear Madeleine,
I have a high performer on my team (HP) who does very good transactional work. They work with speed and most people outside our team like them.
HP has managerial ambition but does not have capabilities to be a manager. We are a small, lean team after two rounds of layoffs, and there is simply no opportunity to promote anyone in the foreseeable future. When the time does come to promote someone, it won’t be an option for HP, as they have squandered every opportunity I have given them so far.
I have been invested in HP’s growth since the beginning. In the past, I’ve given them some dotted-line reporting opportunities for more junior team members, which did not go very well. Several of the junior members on the cross-functional team mentioned that HP bossed them around and was unpleasant.
I had high hopes for this person. Unfortunately, they took my positive encouragement as a promise. I have made the situation clear and have also told them directly that they should use special projects and other growth opportunities to develop their skills. My peers have reported that they experience HP as having a fixed-mindset. HP is never interested in the growth opportunities we have on the team where I could use their help. It seems the only option that will make them happy is a promotion and a raise.
I have tried other methods: encouraging talent mobility, giving unique assignments, investing in leadership training, giving extra attention and recognition, trying to build a deeper relationship, and being vulnerable. But nothing is working!
At one point, HP said “You are dumping this job on me because no one else can do it.” So I picked another team member who successfully completed the project with a great attitude.
I am equally fair with all my direct reports, but when I recognize anyone else, HP gets very jealous. They haven’t given me bad feedback directly, but because we are so small I know that on our last two annual surveys they were the person who gave me the worst scores on my effectiveness as a leader and wrote nasty comments. HP has shown themselves to be selfish in their actions. They show team spirit and alignment outwardly, but behind the scenes they say mean things and disagree with everything. I am finding them becoming more and more unfair, manipulative, and not appreciative of opportunities given to them.
It wasn’t always like this. Everything changed when it became clear that we don’t have a business need for another manager on our lean senior team. I am trying to keep things in perspective but am deeply hurt.
The first thing I want to do is look inward and see if I can change something or do anything else to revive my relationship with this team member and help them grow in other ways. Could you share two or three growth tips for me as a leader? I am at a loss and would love a word of advice.
Hurt
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Dear Hurt,
My first thought is this: if a friend you admire and respect were to put this case to you, what would you say?
I very much appreciate your desire to improve and grow as a leader. Some qualities you seem to have in spades: a growth mindset, an impulse to take personal responsibility, generosity of spirit, and a desire to help others on their journey.
Your High Potential (HP) had a lot of promise and did well at first. This early potential is clouding your vision, making it hard for you to see the current reality that HP’s most recent behavior betrays a rather staggering lack of character:
- Refusing work assignments that would help you;
- Displaying a fixed mindset (one of the hardest things to help others shift, in my experience);
- Displaying jealousy when others are recognized;
- Essentially not taking advantage of opportunities that you take pains to arrange;
- And, finally, retaliating against you with nasty feedback for circumstances beyond your control.
In short: this person is selfish, small-minded, and nasty.
It sounds like your organization has been through a lot, which curtailed HP’s potential trajectory. People show their true colors when they are under pressure. I am glad for you and your organization that HP’s pettiness was revealed before they got into a position to do some real damage.
We can speculate about what caused HP to fail to rise to their best self, but there is no way to really know. It doesn’t matter in the end. You have given them every opportunity—which, as you say, they have squandered, blaming you for their own failures.
Clearly, you err on the side of giving people the benefit of the doubt, and you’re a big believer in second—not to mention third and fourth—chances. Which is to your credit. In this case, however, you are still giving them everything you’ve got while they haven’t been bothered to meet you at all, let alone halfway.
I have only growth tip for you: You must not be more generous with others than you are with yourself. You can be generous, kind, and caring while maintaining a standard for civility and decency.
What should you do about HP? You didn’t ask me that, but I can’t help myself.
Take off your rose-colored glasses and stop taking HP’s behavior personally. I understand why you feel hurt after all your efforts, but this isn’t about you. This person has declined every opportunity to do the right thing and needs to go. The sooner you replace them and eliminate the toxicity they bring to the team, the better. More to the point: the risk you run by letting HP’s antics continue is that you could lose the respect of the rest of your people. Don’t let that happen.
I wish you luck.
With admiration, respect, and, as always, love,
Madeleine
About Madeleine
Madeleine Homan Blanchard is a master certified coach, author, speaker, and cofounder of Blanchard Coaching Services. Madeleine’s Advice for the Well Intentioned Manager is a regular Saturday feature for a very select group: well intentioned managers. Leadership is hard—and the more you care, the harder it gets. Join us here each week for insight, resources, and conversation.
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