Prezentare Charles Wilson - How to manage Jerk, Prima Donnas, Divas and Hotheads
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Prezentare Charles Wilson - How to manage Jerk, Prima Donnas, Divas and Hotheads

on

  • 1,780 views

Prezentare Charles Wilson - How to manage Jerk, Prima Donnas, Divas and Hotheads...

Prezentare Charles Wilson - How to manage Jerk, Prima Donnas, Divas and Hotheads

Conferinta Internationala "Great People Choose Best Practices", editia a VIII-a, 5-7 octombrie 2011, Brasov
Sursa: Profiles International

Statistics

Views

Total Views
1,780
Views on SlideShare
1,658
Embed Views
122

Actions

Likes
0
Downloads
8
Comments
0

2 Embeds 122

http://blog.ucmsgroup.ro 78
http://ucmsgroup.wordpress.com 44

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Prezentare Charles Wilson - How to manage Jerk, Prima Donnas, Divas and Hotheads Presentation Transcript

  • 1. How to Manage Jerks, Prima Donnas, Divas, and Hotheads 2011 How to Manage Jerks, Prima Donnas, Divas, and Hotheads Survey
  • 2. How to Manage Jerks, Prima Donnas, Divas, and Hotheads. Copyright 2011 by Profiles International. All rights reserved. No part of the reportmay be reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems withoutwritten permission from the publisher.Printed and bound in the United States of America.PublisherProfiles Research InstituteDario Priolo, Managing Director5205 Lake Shore DriveWaco, Texas 76710-1732Profiles International(866) 751-1644www.profilesinternational.comAcknowledgementsPresident, Co-founder, Profiles International: Bud HaneyEditor-in-Chief: Dario PrioloManaging Editor: Carrie D. MartinezAssistant Editors: Jeffrey M. Meyers, Jacob FordResearch Analyst: Christine GalliaCreative Director: Kelley TaylorGraphics Assistants: Colton Canava© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 2 Divas, and Hotheads Survey
  • 3. About Us Profiles International offers assessment solutions that  enable organizations to select the right people and  develop them to their full potential. © 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 3 Divas, and Hotheads Survey
  • 4. How to Manage Jerks, Prima Donnas, Divas and Hotheads 4 Introduction 5 Objectives 6 Research Methodology 7 Quotes from Survey Participants 8 Data Analysis 20 Top 10 Best Practices 21 About Profiles International© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 4 Divas, and Hotheads Survey
  • 5. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Introduction Recently, Profiles International conducted a survey entitled, “How to Our goal: to learn how Manage Jerks, Prima Donnas, Divas, and Hotheads.” This survey companies are rising to the  addresses an important issue facing many organizations who manage challenges of managing difficult high performers. difficult high performers. In today’s economy, companies feel the pressure to hire and retain top-performing employees regardless of their personality. We found in our study that most of these high performers tend to come with difficult personalities. While these employees may increase productivity and efficiency, we sought to find whether the added cost of managing these difficult employees outweighs their benefits.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 5 Divas, and Hotheads Survey
  • 6. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Objectives Given the importance of learning how to work with difficult employees, our study had three objectives:“Todays workplaces 1. Identify the prevalence of difficult high performers in thedefinitely are overrun with workplace and how they can influence an organization.prima donnas and divasand we seem to just live 2. Uncover the sources of challenges companies face when managing difficult high performers.with these difficultpersonalities.” 3. Understand how an organization copes with high- performing employees who have difficult personalities. Survey participant© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 6 Divas, and Hotheads Survey
  • 7. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Research methodologyParticipants – Company Size The “How to Manage Jerks, Prima Donnas, Divas, and Hotheads” survey was designed to collect data from employees and managers working with people who have difficult personalities. The data was gathered between January 1, 2010 with continual updates throughout 2011 through voluntary online survey participation. We had 402 participants from multiple industries. Total Participants = 402© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 7 Divas, and Hotheads Survey
  • 8. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Quotes from survey participants:© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 8 Divas, and Hotheads Survey
  • 9. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q1. What percentage of high performers in your organization have "difficult" personalities? Level of prevalence More than half of the survey participants claimed at least 25% of high performers in their organization had difficult personalities. Implications The personal qualities that make some employees difficult also makes them successful at their jobs. For example, a high-performing sales rep might be focused on achieving her individual goals yet have little regard for others. Or, a financial analyst might be so detail-oriented that he has a difficult time adjusting to any departmental or organizational change. It is important to understand why individuals respond in a particular manner, and if that behavior is conducive to success within the organization’s accepted cultural boundaries. *Figures above are in percentages© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 9 Divas, and Hotheads Survey
  • 10. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q2. What roles do your "difficult" high performers play in your organization? Roles Respondents identified sales and operations departments as common locations for difficult high performers. Implications Knowing where to look for difficult high performers is the first step in addressing any issues with difficult employees in the organization. Once identified, managers should seek to understand the goals and objectives of the difficult employees. Understanding the personality and characteristics of these employees gives managers confidence when addressing the problem. It is also important to note that difficult high performers can be found in almost any department. Although sales and operations departments have the most difficult high performers, there are difficult employees represented in almost every different area of the organization.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 10 Divas, and Hotheads Survey
  • 11. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q3. It is acceptable for managers to give special treatment to "difficult" high performers. Special treatment Nearly three-quarters of respondents found it unacceptable for a manager to give high-performing employees any type of special treatment when managing their challenging behavior. It is interesting to note that these data correlate to Q1 that asked about the percentage of difficult employees in a workplace (25%). Implications As a manager, “special treatment” is largely the perception of others toward an individual. As the data suggest, the last message a manager wants to send to his employees is that bad behavior is rewarded with personal consideration. However, “special treatment” could be an acknowledgement of an individual’s needs or an additional effort to enable their success. With these enablers comes commitment and accountability on the employee’s part to deliver results without adversely impacting others on the team.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 11 Divas, and Hotheads Survey
  • 12. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q4. Our managers know what makes our high performers successful. Defining success Surprisingly, only about half of the managers we surveyed could identify what makes a high-performing employee successful. Implications Managers should make an effort to understand what makes their high performers successful so that hiring managers can look for these traits in prospective employees. Conversely, it is important to understand failure points and why some employees are not successful. Understanding success factors can also better help leaders focus training and development opportunities. It is also important to go beyond simple anecdotes and casual encounters to get consistent, objective, and comprehensive information on your employees. A well implemented assessment process will help managers achieve this goal.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 12 Divas, and Hotheads Survey
  • 13. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q5. Our managers understand why their "difficult" high performers behave the way they do. Behavior Fewer than one-third of survey participants believed managers in their organization really understood why their difficult high performers behaved the way they did. Implications Managers must seek to understand the unique personality and behavioral traits of each difficult employee. Managers can establish a baseline for how difficult employees will interact with other individuals or team members. Knowing the behavioral tendencies can help managers predict the behavior of difficult employees and respond appropriately for the sake of the team. Developing a knowledge of behavioral tendencies also helps managers identify behavior that deviates from established norms. Sudden behavior change can be a sign of other issues in their lives that may impact their performance and that managers or coworkers can address proactively to minimize disruption.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 13 Divas, and Hotheads Survey
  • 14. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q6. Our managers manage "difficult" high performers effectively. Effective management When managing difficult high performers, over 75% of survey participants do not believe that managers in their organization are able to effectively manage such employees. Implications Managing difficult high performers is especially challenging for inexperienced managers. Heavy-handed punishments and reprimands run the risk of de- motivating the high performer and give them a reason to leave the organization. Conversely, if managers do not address disruptive behavior, they can de- motivate other members of the team and potentially trigger devastating workplace harassment lawsuits. Each individual has unique challenges and each manager has a unique management style. Managers should be acutely aware of their natural management style, and limitations, so that they are able to more effectively adapt to each situation.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 14 Divas, and Hotheads Survey
  • 15. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q7. The cost of managing "difficult" high performers exceeds the benefit. Cost analysis Nearly two-thirds of survey participants believe that when it comes to managing challenging high performers, the costs tend to outweigh the benefits. Implications Managers must evaluate and properly weigh the costs of managing a difficult employee with the benefits of working with the employee. A high performer may bring in more business for himself, but he may be distracting others from their full potential. Everyone is replaceable and it can be tempting to terminate a difficult high- performer. But this might not be the best decision for the organization. Not only will you lose a productive employee, but that same employee may go work for a competitor and that could come back to haunt you. However, the most costly activity is to do nothing. Managers must make sure the high performer is aware of his behavior and take action to coach them to minimize disruption to others. A manager who takes no action risks lawsuits, attrition, and bad PR.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 15 Divas, and Hotheads Survey
  • 16. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q8. We provide our managers which of the following to better manage "difficult" high performers?Methods of managementAccording to the survey participants, individual coaching is the most widely used method for managing difficult high performers.ImplicationsThe impact of coaching is maximized when managers understand the critical aspects of the compatibility between manager and employee.Managers should seek to understand objectives, motives, and the communication styles of all individuals before coaching begins. Personalityassessments give managers a foundation for coaching. Although individual coaching may appear to take the most time away from themanager, the benefits of turning a difficult high performer into a high performer is worth the time and energy. © 2011 Profiles International How to Manage Jerks, Prima Donnas, www.profilesresearch.com 16 Divas, and Hotheads Survey
  • 17. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q9. We provide our "difficult" high performers which of the following to work better with others?Tools for managingOver 60% of survey participants stated that difficult high performers receive individual coaching to support them in working better with others.Implications“Calling out” a high performer in a group is a recipe for disaster, and high performers can be even more disruptive in group sessions that they havelittle interest in attending. These people can also become defensive in coaching sessions without objective information. Personality assessmentscan provide this objectivity and enhance coaching. Managers should look to use coaching reports and assessments to provide difficult employeeswith objective materials that communicate the need for change. © 2011 Profiles International How to Manage Jerks, Prima Donnas, www.profilesresearch.com 17 Divas, and Hotheads Survey
  • 18. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q10. Our managers use personality profiles to manage "difficult" high performers. Personality profiles Only about one-in-five managers utilize personality profiles to help them coach and manage their difficult high performers. Implications The majority of managers who participated in this survey indicate that they do not use assessments to work with difficult high performers. There is a tremendous opportunity to leverage well-established, objective tools to help with this important task. Many organizations use assessments during the recruiting and selection processes; information from those assessments can be very helpful throughout the employee life cycle. Organizations that use prehire assessments should investigate whether the information from the assessment is valid for management and coaching. If so, then they should train their managers in the proper use of the assessments for these applications. Organizations that don’t use assessments are missing out on a powerful tool that helps organizations manage, train, and hire employees.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 18 Divas, and Hotheads Survey
  • 19. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q11. Our "difficult" high performers receive personality profiles to work better with others. Personality profiles Fewer than one quarter of respondents stated that their difficult high performers receive personality profiles to assist them in working well with others. Implications The results of this survey indicate that there is a general lack of awareness among employees. If a manager has the capability to show how the difficult employee negatively impacts coworkers and the team, they will be more inclined to change. Self-awareness is an important key to working with others in a professional setting. Personality profiles provide consistent, objective information not only on difficult high performers, but also on their manager and people with whom they interact. If everyone participates in the assessment, then many scenarios can be run to assess compatibility with managers, coworkers ,and teams. This information and heightened level of awareness—combined with coaching— helps improve relationships and team productivity.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 19 Divas, and Hotheads Survey
  • 20. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Q12. Our managers are knowledgeable about our policy towards workplace violence and harassment. Policy Nearly ninety percent of participants indicated that their managers are very knowledgeable on the policies towards workplace violence and harassment. Implications The results of this question show that almost every organization is in tune with the importance of communicating valuable information to employees. Communicate the policies toward violence and harassment regularly and especially in situations where a difficult employee shows signs of aggression and disrespect. The other main implication of the results indicates that managers are well- informed of the policies that many difficult employees are possibly violating. Managers have the necessary information concerning policies and procedures, but there appears to be a disconnect with some of the difficult employees.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 20 Divas, and Hotheads Survey
  • 21. How to Manage Jerks, Prima Donnas, Divas, and Hotheads Top 10 best practices of managing a difficultNeed help? employeeOur research clearly shows that 1. Have a discussion about the problem at a meeting with the employeesmanagers need assistance in involved.managing their difficult high- 2. Have a one-on-one conversation.performing employees. 3. Consult with other managers and your boss.Contact us to learn how we can 4. Write clearer guidelines for the employee.help you. 5. Make yourself available for additional training with employee. 6. Provide the employee with outside training.Profiles International  7. Schedule a formal employee review meeting, even if it’s not time for a(866) 751-1644 scheduled review.www.profilesinternational.com 8. Ask the employee to submit reports to you about how he or she is seeking to change. 9. Put the employee on probation for a specified amount of time. 10.For a more serious problem, terminate the employee immediately, explain the cause and provide pay for any hours already worked. © 2011 Profiles International How to Manage Jerks, Prima Donnas, www.profilesresearch.com 21 Divas, and Hotheads Survey
  • 22. Special Offer: Risk-free stud y Call us today .Recommended Next StepsProfiles International offers assessment solutions that enable organizations to select the right people anddevelop them to their full potential.If you would like to learn more about how Profiles can help you manage difficult employees then contact usfor a complimentary, risk-free study .Companies who work with us gain a competitive advantage by understanding their people at the deepestlevels: how they think, their natural tendencies, behaviors and preferences, and attitudes toward keyworkplace issues. We are highly confident that your organization will find this risk-free study to be of greatvalue.Profiles can help you ensure that you have the right people in the right jobs to achieve your objectives.Call us today at 1‐866‐751‐1644.© 2011 Profiles International How to Manage Jerks, Prima Donnas,www.profilesresearch.com 22 Divas, and Hotheads Survey