Tuesday, September 10, 2019

Managers - Beware of your Super Performers

If you have the habit of reading popular business magazines, management books or articles, you will definitely encounter countless references about various super performers (or hyper-efficient employees) that exist in various organizations, departments, teams, etc.

Of course, the definition of a super performer is a subjective term that can vary from manager to manager or from company to company and can be quite varied based on their personal experiences. And that picture can range from someone who is super-fast at everything, a noisy person, a flamboyant person, a someone who has all the answers, a management’s blue-eyed boy, a jargon emitting person, a go-to person, or even someone who always comes to office very early and leaves very late, and so on. Or going by the job advertisements of organizations today, a super performer is someone who meets (or claims to meet) the fancy criteria like below (based on real sentences picked from some newspaper advertisements)
1. We are looking for high-value employees dedicated to delivering innovation to assist our clients in high-performance delivery. The employee must be a class of his own and raise his or her sights above the horizon. We are looking for super-efficient leaders who have the challenge to outdo themselves and be a winner all the way.
 2. We are looking for a person to lead, motivate and create a high-performance team capable of continuous innovation and excellence in working for a global leader.
 3. We are looking for candidates who are bubbling, energetic and invigorating to join a sales team of a global winner who can swim in an ocean of opportunities.
 Every manager will unquestionably agree that having a gang of such super performers in their teams would be a great thing. However, you may be surprised to know that they can, either quickly or gradually, become your worst nightmare. Over time, and often unknown to you, they can do more harm than good and can slowly curdle or ruin an entire team consisting of normal to good performers. What I am saying may sound ridiculous or stupid, but wait till you hear me out. Some of the top hidden reasons why a super performer can turn a team into a snake pit rather than work as a collaborating team are as below.

While being super-efficient is not a crime, a hyper performer can often make other team members (who work quietly without fanfare) look bad and inefficient, either intentionally or unintentionally. To understand this, just go back to your school and college days. Remember in school where a couple of smart kids would quickly shout answers before the other kids could even understand the teacher’s question. They were the class ‘Know it all.’ And slowly those speed kids would become the teacher’s pets, and the rest of the students would constantly be compared with them leading to an icy jealousy. Similarly, a super performer in a team can corrode the manager’s opinion of others as they will invariably be compared against the team’s hero. But people hate being compared with others as it will make them look inferior and dull. This, in turn, kills teamwork, collaboration and can lead to various internal politics

Many may argue that having a super performer in a team can be a great source of inspiration for other team members. But the reality is far from this assumption. Constant success is actually a guaranteed way to gain unpopularity. Just like the omnipresent sibling rivalry among kids, a super performer in a team of co-workers will soon be viewed as someone who is hogging all the limelight and the manager’s attention or affection, while they are automatically viewed as morons being unable to do work as efficiently as the super performer. Apart from the usual feelings of envy, it can also lead to fear among coworkers. So, team members will start viewing the super performer as a danger to their survival rather than an inspirational soul

Managers will intentionally (or unintentionally) start diverting all the juicy jobs to the super performers and the routine/mundane work to others thereby depriving them to get ahead or get involved. Other team members will start feeling they are getting unequal amounts of a manager’s attention and responses

Appreciation can be intoxicating and addictive. Once a peak performer gets continuous attention and appreciation the natural tendency is to seek activities and tasks that can earn them more and more limelight or rewards. So, they will start invading into other team member’s territories like finding fault in the way others work, or showing off how they could handle the same job better, start giving smarter suggestions, etc., thereby making the other team member look stupid. And in many cases, super performers in their desire to remain at the top will start grabbing ideas and pieces of work (or even entire work) from others thereby depriving others of their rightful share of the workload, or maybe even make them lose their job

Like a child that gets bored of every toy within hours or days and expects its parents to buy a new toy, super performers by nature are restless individuals constantly seeking new activities that will excite them. But a manager or an organization cannot find or invent exciting work perpetually to keep their super performers happy. And because of the halo surrounding them and the holy throne they sit, they will be unwilling to do ordinary, mundane and routine work that is essential in any department. Hence, super performers will refuse, avoid or quietly offload such activities to their coworkers as they start believing such menial activities are to be done only by the lesser mortals of their team. This can lead to various workload conflicts

So, as you can see from the above points you have as much to fear about super performers as you have to fear about inefficient and troublesome workers. And such things could be happening right under your nose just waiting to explode at the most inconvenient time. However, if you can recognize the smoke signals early to apply the necessary brakes periodically then you can ensure that everyone in the team can contribute to their strengths and weaknesses without stepping on each other’s toes. Finally, at the end of the day, one should understand that super performers can shine and bloom only because bad, normal and good performers exist around them. And we can conclude this chapter with a quote that says, ‘Either super competence or super incompetence may be offensive to an establishment.’

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