Quelle: Darwin, USA
There isn't a manager alive who doesn't have to deal with difficult employees. Our research indicates that leading the best and brightest workers--which we refer to as "Einsteins"--presents special challenges. To help managers understand the motivations and preferences of these individuals, we wrote Managing Einsteins: Leading High Tech Workers in the Digital Age . The book identifies six of the more difficult Einstein types that managers may encounter. Here we present each type and some techniques for dealing with them.
1. Arrogant Einsteins
Defining the Type: Einsteins often receive praise and accolades for their intelligence. They stand out from the crowd in their ability to solve problems. Some Einsteins begin to believe that their smartness gives them a special place in the world. Is it any wonder that one of the more common types of difficult Einsteins is the Arrogant Einstein? They can't open a magazine or newspaper without reading about how important they are. Arrogant Einsteins publicly flout authority and challenge managerial decisions.
Dealing with the Type: A good way to deal with Arrogant Einsteins is to be "matter of fact" about their arrogance. Don't allow their arrogance to become an intimidating factor in your interactions with them. Managers may have to accept the fact that Arrogant Einsteins will sometimes gripe out loud about them.
Tolerating a small amount of this allows them to blow off steam. It can become troublesome, however, if the griping affects the performance of others. If you detect that an Arrogant Einstein has transitioned from griping to rebellion or outright sabotage, then immediate steps must be taken to stop it. One very effective action is to meet the Arrogant Einstein in private and listen to his or her gripes. The very act of listening can defuse potentially damaging behaviors. Of course, Einsteins expect that their ideas will lead to action and change. It is actually counterproductive to listen to an Arrogant Einstein's gripes if you have no intention of doing anything about them. The best solution is to listen to the gripes and take action in areas that you agree can be improved.
2. Know-It-All Einsteins
Defining the Type: Know-It-All Einsteins are similar to Arrogant Einsteins, but subtler and more insidious. Know-It-All Einsteins will flout authority and challenge decisions, but they are prone to do so quietly. As such, this type is much harder to spot than Arrogant Einsteins, but potentially more troublesome.
Dealing with the Type: The first challenge is to identify Know-It-All Einsteins. You can spot them by their works--they will consistently be difficult to locate, will work on their own priorities and will generally have a group of followers. You can deal with Know-It-All Einsteins best by indirect methods. Confronting them or sanctioning them only serves to reinforce their opinion that they know better.
Indirect management of Know-It-All Einsteins involves keeping track of where they are and where they are applying their skills. You may request another person who works with the wayward Einstein to "keep in touch" throughout the day. That way, the manager is not monitoring the Know-It-All directly which would only serve to confirm their suspicions. This indirect approach provides them with the attention they crave, but keeps them focused on the projects the manager thinks are high priority. An astute manager can actually wear down Know-It-All Einsteins. If they begin to realize that they cannot hide and work on their own priorities, and that their skills are appreciated, they may eventually require less maintenance.
3. Impatient Einsteins
Defining the Type: One of the more annoying traits commonly displayed by Einsteins is impatience. In its common form, Einstein impatience shows itself in darting eyes, tapping feet and short, staccato-like conversations. The extreme form of Impatient Einstein brings unique management challenges. Often, Impatient Einsteins are superstars of the team. They understand things quickly. They don't need to be told twice. They are extremely deferential and obedient. In many ways, Impatient Einsteins are star employees. The trouble is they are easily bored. Dealing with the Type: What should you do with Impatient Einsteins? Let them do their work. They will dig into their assigned tasks with laser intensity. Your most important task is to ensure that they are working and progressing in their technical craft. Impatient Einsteins are unlikely to complain when they become bored. Instead, they will begin to look around for other options. Impatient Einsteins want to get back to practicing their craft as quickly as possible. They are not likely to confront managers who don't assign them projects to make that possible, or who don't help them continuously develop their skills. They are far more likely simply to leave the organization. Be on the lookout for the restless signs, and try to assign them to another challenge.
4. Eccentric Einsteins
Defining the Type: Many Einsteins possess an addictive personality--one that enjoys pursuing work, hobby or leisure activity to an extreme. They're the ones who dress up like Mr. Spock and travel halfway across the country to participate in Start Trek conventions. Some Eccentric Einsteins are eccentric about work style, too. They want to create a legend for hard work, problem solving, pizza and Coke consumption, or an around-the-clock work routine.
Dealing with the Type: Eccentric Einsteins enjoy their eccentricity partially for the diversion it provides and partially for the identity it provides them within their tribe. Managing Eccentric Einsteins means allowing "healthy" expression of the eccentricity. Anything that doesn't interfere with workflow or with the professionalism of the office can and should be tolerated--even encouraged. Einsteins, like everyone else, seek to express their individuality. Immersion in the tribe takes that away. Expressing an eccentricity gives it back. Einstein managers can assist in this process by encouraging tasteful, non-disruptive expressions of eccentricity. Some examples would include posters, knick-knacks, toys, dolls, screen savers, tasteful conversation pieces, etc.
5. Disorganized Einsteins
Defining the Type: Have you ever walked into an Einstein's domain and felt disoriented by the clutter? Some Einsteins dwell in the nether regions of the company, surrounded by old computers, wires, components and other artifacts of their work. If you ask the Einstein who resides there to find something for you, he or she will track it immediately. What appears to be disorganized junk to managers is ordered chaos to the Einstein. The Disorganized Einstein does not want to spend a lot of time filing, organizing and arranging. They prefer to use loose organization principles. This is all right to a point, but their organized disorganization can easily cross the line to complete mess. When that happens valuable assets get lost, costs are incurred and time is wasted searching for needed items.
Dealing with the Type: There are several steps managers can take to deal with Disorganized Einsteins. One is to assign an individual--preferably not another Einstein--to keep track of the firm's physical assets. This may involve regular inventory checks, online asset management software and other asset tracking systems. At the same time, Disorganized Einsteins genuinely like being surrounded by the paraphernalia of their craft. Managers should allow Disorganized Einsteins to collect their own gadgets, technical papers, books and other stuff. However, they generally should not be placed in charge of assets that may be needed urgently by others in the organization.
6. Withdrawn Einsteins
Defining the Type: Withdrawn Einsteins are sub-optimized assets. Neither arrogant nor eccentric, Withdrawn Einsteins tend toward underachievement. There can be a host of factors lying behind Withdrawn Einsteins. Some are intrinsic and cannot be changed--being withdrawn is simply in the person's nature. Reasons for their reserve may due to environmental factors that have influenced their lives. Mostly, Einsteins are different: They've been different since their youth. They are brighter, smarter and prone to deeper analytic thoughts than their peers. Einsteins often adopt a withdrawing style to cope. Effective managers recognize the potential within Withdrawn Einsteins and strive to help them release it.
Dealing with the Type: Effective managing of Withdrawn Einsteins means overcoming their resistance to change and providing support during the transformation process. You can begin the transformation process by meeting privately with the Withdrawn Einstein and revealing what your performance expectations are. Your challenge is to bring Withdrawn Einsteins to the front of the pack. Several effective techniques to help Withdrawn Einsteins emerge include:
The most important tactic that you must apply in helping change Withdrawn Einsteins is to stick to an action plan that brings out the best in them. Provide opportunities and encouragement. Gradually, the Einsteins will take over the transformation process when the benefits clearly outweigh the costs.
Managers don't have to fret, worry or sit idly by when confronted with difficult workers. These six types of difficult Einsteins are the responsibility of managers who decide to manage them instead of just becoming passive observers.
(Tom Duening and Jack Ivancevich are co-authors of Managing Einsteins: Leading High Tech Workers in the Digital Age (McGraw-Hill, 2002). They are principles with Applied Management Sciences Institute, a management think tank in Houston, Texas.)