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? rbrenSIkxQCuZsbtIbUBdner@ChacqONCeWAOIntuVRDAoCanyon.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:
- Stalking the Elephant in the Room: I
- The expression "the elephant in the room" describes the thought that most of us are thinking,
and none of us dare discuss. Usually, we believe that in avoidance lies personal safety. But free-ranging
elephants present intolerable risks to both the organization and its people.
- Fooling Ourselves
- Humans have impressive abilities to convince themselves of things that are false. One explanation for
this behavior is the theory of cognitive dissonance.
- Staying in Abilene
- A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort
that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens
when groups fail even to consider changing something that everyone would agree needs changing.
- Suppressing Dissent: II
- Disagreeing with the majority in a meeting, or in some cases, merely disagreeing with the Leader, can
lead to isolation and other personal difficulties. Here is Part II of a set of tactics used by Leaders
who choose not to tolerate differences of opinion, emphasizing the meeting context.
- Power Affect
- Expressing one's organizational power to others is essential to maintaining it. Expressing power one
does not yet have is just as useful in attaining it.
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenqLXCLaQnIOyqxZjsner@ChacYYQznvjgSTpywdJAoCanyon.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
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- 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.