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Six top tips for managing troublesome team members

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23rd Sep 2009
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Judith Germain of Dynamic Transitions offers advice for managers struggling with disruptive staff.

Even good managers can find it difficult being effective team leaders and often their efforts can be thwarted by troublesome team members. These kinds of team members can have an adverse effect on how a team operates and performs. They usually be divided into two camps – those who are wilfully independent (the mavericks), and those who are difficult because they enjoy causing trouble.

When your team is affected by a troublesome team member it’s important to decide which camp they belong to, because how you manage them will be quite different in each case. If the person is someone who enjoys causing trouble (perhaps because they have a grudge to settle or they just find it amusing to be the centre of attention), you will find that ‘traditional’ management techniques will work well with them. Those who are wilfully independent (mavericks), will need a different style of intervention because they are more likely to need more of your attention and are not motivated in the same way as the rest of the population.

One of the telling differences between these two groups of people is one of intention. Those who are difficult by their very nature wish to cause trouble regardless of whether they are right or not, and these individuals are easier to manage with ‘traditional’ management techniques. The wilfully independent team members (Troublesome Talent®) only want to do what they believe is right and will risk everything to deliver against that. These people need to be managed in a particular way to ensure that you get the best out of them.

Be available
It is very important that you give Troublesome Talent® the attention that they need at the times that they want it. The worse thing that you can do is ignore them - this will just prompt them to be disruptive to the team and encourage them to undermine you at every opportunity.

Recognise their expertise
All mavericks thrive on others recognising their expertise and their uniqueness. Do not fall into the trap of constantly praising them as they will not trust constant reinforcement of how good they are. It is more beneficial to look out for the moments when they do something particularly outstanding even for them – and then let them know that you were impressed.

Be realistic in regards to the necessity of rules
Unlike other types of employees, they find it very difficult to work within rules that appear bureaucratic in nature and do not support the stated goal. Draw up guidelines that they work within rather than constraining rules.

Give them a compelling reason to change
Let them know that their behaviour is unacceptable at times when they have gone too far. Get this right and you will have their respect forever. Remember, the way to do this is to influence them to change their behaviour – employing command and control tactics will make things worse.

Allow space to be innovative
Let them be creative, even if it means that they do this at odd times during the day. If they respect and believe in you, they will work tirelessly to ensure that your vision is implemented and is successful.

Demonstrate belief in them

Trust is a great motivator and if your Troublesome Talent® senses that you don’t trust them they are likely to turn their talents elsewhere.

Troublesome Talent® are often your most productive team members and if managed properly can be a great influencer. Frequently they are described as charming or manipulative, often it is down to you on which behaviour they will exhibit.

Judith Germain is managing director and principal mentor of Dynamic Transitions, a leadership company which enables their clients to develop their Troublesome Talent® into productive team members. Judith provides strategic mentoring for senior executives and business leaders, develops and delivers leadership programmes, leadership consultancy, training, coaching and mentoring to corporate clients.

www.developing-leadership.com
Email: [email protected]

 

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