You Know It Your employees know it too. Your clients really know it. You've got one employee whose technical knowledge is unsurpassed. He (or she -- for today we'll make him male) understands your systems better than anyone else. When something breaks, no one can fix it faster. When new capabilities are required by clients, he knows how to build them in.
Everyone knows how smart he is, and everyone dreads working with the guy. His interpersonal skills are the polar opposite of his technical skills. He shows no patience for those who don't understand technology like he does. If someone challenges or disagrees with him, he becomes argumentative and even insulting.
You've counseled him. On his best days, he tolerates your efforts to help him see his behaviors through the eyes of others. He might even acknowledge the need to improve. On his worst days, he dismisses the feedback and blames everyone else for his frustration.
Your gut is telling you this guy has got to go. But he's saved your bacon so many times. Clients need new capabilities and you suspect your staff can't step up to the challenge yet. What if something breaks the day after you let him go? What if he ends up with your competitor? What should you do?
Trust Your Gut Let him go.
Think about it. By keeping this genius around, you are guaranteeing that nothing is going to change. He will behave as he has been behaving. You, your staff and your clients will depend on him for your toughest problems, and you'll all continue to be frustrated by the behaviors.
More importantly, the rest of your team will continue to be viewed as second tier in terms of technical knowledge. People on your team with great potential will realize that staying with you isn't working. They will leave rather than grow as you need them to grow.
Look at what that behavior of his has done. Are people on your team talking about ways to solve client problems? Or are they talking about the latest incident with Mr. Arrogant?
Within a few days after you let this guy go, you will see a dramatic change in your team. They may not instantly replace the loss of knowledge. They will very quickly start having different conversations, and from there the team will grow. They will develop their own expertise; they will work directly with your clients and improve those relationships.
Communicate Openly Will your clients be concerned? Of course. Explain to them what you are doing and why. Commit to be personally available if they have a problem, and follow through on that commitment.
Be clear in communicating to your team that you made your decision in the best interests of the business. Tell them what you believe; that the best thing for the business is to create opportunity for more people to shine. The deeper the strength of your team, the more your business can thrive and grow.
Technical expertise can be replaced and it can be developed, though it may not happen overnight. Behavior problems permeate staff, colleagues and clients. Most people will respond when taught good business behaviors, but those who do not must go.
You would not tolerate a single point of failure in your technology. Don't let it happen in your people.
The organization that isn't changing is dying. For more leadership ideas, along with strategies for managing change, visit www.thomasjodea.com .
Tom O'Dea has over 30 years of IT experience, with 20 years of senior leadership in IT and Professional Services with multibillion dollar corporations.
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Great article, Tom. And yes, even genius is not indispensible. I had rather work with someone a bit slow than a 'know everything' jerk. The work will get done---maybe not as quickly---but with a lot less stress for everyone involved.
Egads, I've worked with that guy, Tom! Fortunately he left the company for pastures new of his own accord, but no one shed a tear, that's for sure...it's a bit scary to know there's more of him out there! :) Excellent piece, thanks for sharing!
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