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.
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. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenRKDZsNgyJeGjxnMIner@ChaccpZfCxJjVYxzGzSBoCanyon.comSend 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.
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:
- Devious Political Tactics: The False Opportunity
- Workplace politics can make any environment dangerous, both to your career and to your health. This
excerpt from my little catalog of devious political tactics describes the false opportunity, which appears
to be a chance to perform, to contribute, or to make a real difference. It's often something else.
- Dismissive Gestures: II
- In the modern organization, since direct verbal insults are considered "over the line," we've
developed a variety of alternatives, including a class I call "dismissive gestures." They
hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog
of dismissive gestures.
- How to Avoid a Layoff: Your Situation
- These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for
positioning yourself in the organization to reduce the chances that you will be laid off.
- The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
completion date of the effort. If you're responsible for one of these tasks, you live in a unique political
- Mitigating Risk Resistance Risk
- Project managers are responsible for managing risks, but they're often stymied by insufficient resources.
Here's a proposal for making risk management more effective at an organizational scale.
Forthcoming issues of Point Lookout
- Coming March 21: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on March 21.
- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenimoTsWkNaSxTbpSkner@ChacesndOFXzzPMdacYcoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.