One of the biggest challenges faced by leaders is what to do about a rotten apple on the team. Rotten apples come disguised in different clothes but they share some common qualities. They are typically poor performers who blame everyone and everything for their weak performance. Their negativity and disrespect for others make them a nightmare for their peers. Leaders hear that the rotten apple takes issue with just about everything involving the team, especially their leadership.
Someone who doesn't meet the standards and is disrespectful, has no place on the team.
I am currently piloting a cross training program. I had pitched this to my boss, so I can bring value in multiple areas. From an organization studies standpoint, it has been a valuable experience. I first trained in a department with a hierarchy of competence. The department, I am currently in, has major issues. What I learned is the teammates are efficient, diligent, and competent. Where the organization messed up was with the manager. This individual was kind and knowledgeable about the company, yet they were not a good fit for this department. Instead of admitting their mistake/s, it took a department wide issue to get management's attention. This hesitation and lack of awareness has caused a lack of respect for management's competence across the entire regime. My point; SOMETIMES the complaint/s are attempts to warn people. Hence, the importance in investigating a claim/complaint.
The "bad apple" metaphor probably doesn't apply to this person. A manager who isn't a good fit can land somewhere else and be a great asset in the right spot on the right team.
Your complaints in this situation wouldn't qualify as "bad apple" behavior either, unless they reinforce a reputation you've already established. The fact that you aren't a complainer by reputation should have been management's clue, right?
High performer + high trust with clients + gets frustrated and lashes out if projects slip or they feel like someone isn't pulling their weight. This is the one I'm struggling with at the moment. It's like a shiny, ripe apple with a blemish on one side.
There's a willingness after they've had time to let the feedback sink in. In the moment of receiving it, there's often resistance and a bit of reactiveness.
It’s a matter of toxicity. Toxic people poison others, some of whom will go on to become toxic themselves. Soon the culture is toxic. Whatever advantages they bring are offset by the damage. As Robert Sutton suggests, the only reason to keep them around (if they are irredeemable) is as signal examples of bad behavior. Otherwise, so long!
Good morning,
Well put.
Contrarians, and nihilists can be useful.
Someone who doesn't meet the standards and is disrespectful, has no place on the team.
I am currently piloting a cross training program. I had pitched this to my boss, so I can bring value in multiple areas. From an organization studies standpoint, it has been a valuable experience. I first trained in a department with a hierarchy of competence. The department, I am currently in, has major issues. What I learned is the teammates are efficient, diligent, and competent. Where the organization messed up was with the manager. This individual was kind and knowledgeable about the company, yet they were not a good fit for this department. Instead of admitting their mistake/s, it took a department wide issue to get management's attention. This hesitation and lack of awareness has caused a lack of respect for management's competence across the entire regime. My point; SOMETIMES the complaint/s are attempts to warn people. Hence, the importance in investigating a claim/complaint.
Thank you for your time.
The "bad apple" metaphor probably doesn't apply to this person. A manager who isn't a good fit can land somewhere else and be a great asset in the right spot on the right team.
Your complaints in this situation wouldn't qualify as "bad apple" behavior either, unless they reinforce a reputation you've already established. The fact that you aren't a complainer by reputation should have been management's clue, right?
Facts;).
High performer + high trust with clients + gets frustrated and lashes out if projects slip or they feel like someone isn't pulling their weight. This is the one I'm struggling with at the moment. It's like a shiny, ripe apple with a blemish on one side.
Do they seem willing to learn and improve in other areas, Josh?
There's a willingness after they've had time to let the feedback sink in. In the moment of receiving it, there's often resistance and a bit of reactiveness.
It’s a matter of toxicity. Toxic people poison others, some of whom will go on to become toxic themselves. Soon the culture is toxic. Whatever advantages they bring are offset by the damage. As Robert Sutton suggests, the only reason to keep them around (if they are irredeemable) is as signal examples of bad behavior. Otherwise, so long!