Ask the expert: Farming out veterans a sign of bosses' flaws

Q. What's your opinion of reverse head-hunting?

It has been suggested that one way of creating a win-win situation with someone senior who has really done their time with us but isn't showing any sign of moving on is to encourage a head hunter to befriend them and offer them jobs elsewhere.

A. To be honest, it sounds like a fairly dishonest way of avoiding a performance problem.

If the person has settled in and is no longer enthusiastic, it may be time to call it to their attention, offer new challenges in their role, or check for external problems or health issues.

That's your role as a manager. If you can't do that, then you may need coaching or help to master this part of your role.

If they are worthy of all these great jobs elsewhere, why aren't they performing in your organisation?

If they aren't performing in your organisation, how are they going to be lured away to other jobs by a head-hunter? Or are you going to fudge their reference as well?

But then you haven't really said they're not performing ... you've said that they are someone "senior who has really done their time with us but isn't showing any sign of moving on". These are all about age and time, which aren't good - or legal - reasons to act this way with this employee.

Do a full performance diagnosis and work to create and maintain good performance.

Of course, if they really shine, the head-hunters may come calling when you don't want them to.



Response

Astrid Hartwig writes, in response to Marie Wilson's recent comments regarding whingers and moaners:

I thoroughly recommend the book Coping with Difficult People, by Robert M. Bramson (The Business Library, Melbourne, 1981).

As a manager of a large and diverse department, I return to the book time and time again for its perceptive insights and practical advice.

The book describes seven types of difficult people, including hostile-aggressives, negativists, know-it-all experts, super-agreeables and complainers.

Very briefly, complainers are described as finding themselves powerless, prescriptive and perfect.

They have a passive view of life, but at the same time have a strong sense of how things ought to be.

Complaining gives them a sense of self-validation: firstly, by placing the responsibility of the ills they observe on others, and secondly by implying their own goodness through constant comparisons with others' demonstrated "badness".

The complaints of whingers and moaners often have a valid basis, which makes coping with them difficult.

The book suggests listening attentively, acknowledging what they've said but not agreeing with them.

To a complainer, agreement means acceptance of responsibility, especially if the person agreeing is a supervisor.

It is important to focus on facts - as complainers often tend to exaggerate - and to switch swiftly to problem-solving mode.

To involve the complainer, the book recommends asking problem-solving questions - but avoiding "why" questions - and to assign limited problem-solving tasks to the complainer.

It warns to expect frustration and resistance. As a last resort, the complainer's commitment could be tested by asking him or her to write down the complaints or, if all else fails, it suggests turning the tables by asking: "How would you like this discussion to end?"

The person described in Dr Wilson's column could also be a negativist, or the classic wet blanket or total defeatist.

Again, I recommend the book for a good analysis of what drives such people and how to take the wind out of their sails.

* Email us a question for Dr Marie Wilson to answer

* Dr Marie Wilson is associate professor of management at the University of Auckland Business School, research director of the ICEHOUSE business accelerator and a veteran of 20 years in corporate management and small business.