Five (5) Categories Of Staff Your Organisation Should Do Away

This article was written by Xin Chao from Indochina Consultants, Administrators Company Limited (ICA)…. I found this interesting and thought posting here should be good for the readers….

Thanks Xin Chao….for the article.

Staff you should not keep!

Much is written about staff being an organization’s most important asset and that when morale is low, or staff is struggling, it is in some way a reflection of leadership problems. That is more frequently true than leaders care to admit. However there is another truth concerning poor performance and that concerns the disruptive employee.

Great businesses will always reflect a rainbow of skills, personality types, age and cultural groups. However these should never be allowed to mask, or explain away the bad apple. The disruptive individual creates more heat than light and more friction than movement. It is remarkable how a whole system is polluted by a little dirt. The world of successful businesses just cannot afford the energy sapping disruptions of the uncooperative. Don’t be fooled by the willingness of staff to carry the extra burden created by the non-performance of unacceptable behaviors. Unless management deals with the issue, slowly but inevitably, good staff will move, on and the average performance of the team becomes progressively weaker. We identify five disruptive behaviors that need to be dealt with.

1. They are lazy!

Staff is generally not disposed to speaking out against colleagues, especially on subjective judgments such as “slowness of work” or ‘sheer laziness’ in getting things done. However since all work is interrelated and connected, a lazy under-performing individual negatively determines the outcome of a unit’s productivity. Short of exposing them to superiors, which most staff will NOT do, harder working and more conscientious people pick up the load. The under-performing individual is ‘carried and supported’ far more by colleagues than management realize, but at the expense of increasing resentment.

2. They overpromise and under-deliver.

These are individuals with egos or self-assessments that are divorced from reality. As Simon and Garfunkel articulated in the song ‘Sounds of Silence’ talking is cheap, people follow like sheep, even though there is nowhere to go”. The talk of these people is cheap, their output is nil, resulting in a firm and its mission going nowhere!

3. Customers are unimportant.

The truth of most large corporate businesses is that they are staffed, in the main, by people with little or no understanding of the lifetime value of a customer. They do not know how difficult customers are to win or to retain. They treat them like they grow on trees. Staff who have tried to start a business, or who come out of families, which run a business, understand things differently. They know next month’s rent depends on the returning customer. Staff who annoy, disappoint or frustrate customers should be isolated in a department by themselves where they can do limited damage, or be dismissed. Poor customer relationships can never be offset by the ingenuity and value of a single persons performance.

4. They are emotionally immature (They have poor EQ)

What many employees forget is they tend to be hired for their skills but are fired for their attitudes. The emotionally competent individual is able to weather the storms of office life, the drought of customers and the unpredictability of suppliers. Those who simply resolve to find a solution and make a plan enrich the business!

Some people are always complaining about how stressful their job is but, there is little that is more stressful than having to deal with employees who are emotionally immature and in constant need of counsel and firm words. The EQ illiterate damage the whole organization. Stop worrying about them, and let them go!

5. They are un-teachable

These are people who project a ‘know-it-all attitude. They are generally characterized by being better talkers than listeners. They have a viewpoint, even an authoritative viewpoint on most things, and they are not easily taught. Subtle approaches such as ‘suggestions’, ‘hints’ and ‘proposals’ by fellow colleagues are simply missed or ignored. When blunt communication occurs to drive home a point, which earlier subtle remarks failed to affect, the reaction is either aggression or defensiveness, or a demonstration of the sympathy card “nobody cares about me”. The problem with people who are unwilling to learn from others is they become cocooned in their own ever-diminishing world of delusions.

Life is enlarged and thinking is broadened and staff is enriched through the cut and thrust of debate, differences and engagement. To engage in such requires certain humility in recognizing, and acknowledging, “I don’t know everything!” Companies and organizations are never built on the competency of a single person. They are always the result of a thousand individual cogs coordinating time and effort, synchronizing thoughts and hunches into a movement that is beautiful and effective.

When staff consistently and as a pattern reflect the above, the kindest and most mature thing leaders should do is engage honestly and candidly about the observed deficiency. Render assistance to make sure that is recognized and that there is a willingness to adjust, failing which they should be asked to move on.

Until next time Xin Chao – You can subscribe to by clicking on the icon below.


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