by Rick Brenner
Some employees deliver performance episodically, while some deliver steady, but barely adequate performance. Either way, they keep their managers drained and anxious, on the "knife edge" of terminating them. How can you detect knife-edge performers, and what can you do about them?
Carol opened the door of Mike's Restaurant and stepped inside. It was good to come in out of the heat, and the lunchtime smells inside Mike's were even better. Andy was waving to her from a booth, and she walked back and slid onto the seat opposite him.
"So?" Andy began. "Something wrong?" He was a little worried — Carol had asked him to meet at Mike's with no real explanation.
"Just a little," she said. "I've had it with Geoff. I've had it."
"Oh that," Andy said. "You sound ready to do it."
"I'm teetering," she said. "Give me a push."
"Well," said Andy, "remember two things. One, nobody is ever really ready to fire somebody. And Two, Geoff will probably do something he thinks is just brilliant enough to save himself."
Geoff's performance has been troubling Carol for almost two years. Whenever Carol moves close to acting, Geoff does something good enough to make that action difficult. He's kept Carol on the knife-edge, but Andy has just given Carol the encouragement she was seeking.
performers is especially
tricky, because they
do perform, if only
episodicallyDo you supervise someone whose performance keeps you on the knife-edge of taking action? Here are some tips for detecting knife-edge performers.
- Performance is episodic
- Stellar contributions that alternate with barely-adequate or unacceptable performance, and correlate with your level of frustration, are hallmarks of knife-edge performers. They tend to deliver not when it's needed, but when they sense that you're about to act.
- Your own level of performance is suffering
- Your own edginess or nervousness can be an indicator of a troubled subordinate. Knife-edge performance is a distraction. Supervisors who spend too much time managing a problem subordinate tend to let other issues slide.
- The subordinate has transferred into your domain
- Sometimes managers deal with problem subordinates by transferring them elsewhere. This is especially tempting with knife-edge performers, because the episodes of high performance make termination tricky.
What can you do about knife-edge performers?
- Consult with your HR representative
- The procedures for termination, probation, or transfer are usually specific, because law and regulation constrain your choices. Since you'll probably need detailed documentation, get started on that immediately. Documenting will also help you gain perspective.
- Choose a solution that's actually a solution
- Unless the problem is specifically job-related, transferring someone just shifts the burden elsewhere. And probation often just defers the problem to a later date. Termination is the best choice, if it's possible and within the guidelines.
- Transfer yourself
- Some groups are actually parking lots for troubled employees. They might contain several knife-edge performers. If this describes your situation, move on — rarely is such a job helpful to your career.
As a manager, how you deal with a knife-edge performer is part of your own performance. Do your best not to become a knife-edge performer yourself. Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. Order Now!
Your comments are welcome
Would you like to see your comments posted here? Send me your comments by email
, or by Web form
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful,
and that you'll consider recommending it to a friend
Point Lookout is a free weekly email newsletter. Browse the archive
of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout,
as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in,
anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics
- Covert Bullying
- The workplace bully is a tragically familiar figure to many. Bullying is costly to organizations, and painful to everyone within them — especially targets. But the situation is worse than many realize, because much bullying is covert. Here are some of the methods of covert bullies.
- How Targets of Bullies Can Use OODA: Part II
- To make the bullying stop, many targets of bullies try to defend themselves. But defense alone is not sufficient — someone must make the bully stop. That's why counterattack is much more likely to work.
- How to Create Distrust
- A trusting environment is critical to high performance. That's why it's important to recognize behaviors that erode trust in others. Here's a little catalog of methods people use — intentionally or not — to create distrust.
- Workplace Bullying and Workplace Conflict: Part II
- Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review of some of the tools that don't work well and why.
- Impasses in Group Decision-Making: Part II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic tactics.
See also Workplace Politics and Conflict Management for more related articles.
I offer email and telephone coaching at both corporate and individual rates.
Contact Rick for details at rbrenner@ChacoCanyon.com
or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout
are available in six ebooks:
Reprinting this article
Are you a writer, editor or publisher on deadline?
Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:
- The Politics of Meetings for People Who Hate Politics
- There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals. Read more about this program. Here's an upcoming date for this program: