Managing the Dark Side – When Strengths Become Weaknesses – Part 2

Posted by Amanda Whiteford

Last time we looked at how to manage those in our team who are enthusiastic but often volatile – the dark side of enthusiasm.

Let’s look at another facet now – shrewdness which can flip over into mistrust

Shrewdness is highly valued in business; it shows itself as the ability to cut through extraneous detail, to see how a deal can be structured to maximise profit and to figure out what is driving the agenda and behaviour of others. At their best shrewd people are alert, understand organisational politics well, and are quick to spot the inconsistencies in others’ arguments.

However, under stress, when we have less concern about the social impression we create, shrewd people may become very distrustful and suspicious, may question others’ motives and be more argumentative than is necessary or helpful. As a result, they may make enemies easily and hold grudges. This distrustful approach can damage team dynamics and make collaboration with other teams and external stakeholders more difficult – especially if they have long memories!

When shrewd people become mistrustful, they show the dark side of shrewdness. They may become defensive and retaliatory when they feel mistreated and this tendency to cynicism will damage both current and future working relationships.

If you have a team member who is displaying these behaviours how can you help them manage the ‘dark side’ of the shrewdness you need and value?

1. Using a coaching approach, take time to discuss with them how they think they are perceived by others. Do they tend to focus on the negative or positive? Why is that? Do they tend to keep others at a distance and if so why? Is it because previous incidents have left them feeling it’s best not to trust others too much?


2. Use an incident at work – perhaps a review of a project or piece of work – when other team members have felt grilled by their questioning. Can they see on reflection that their desire to get to the bottom of something could be perceived as distrust by others and lead to a disinclination to share ideas and options with them?

So, if you have a team member whose shrewdness you value but you worry is becoming too mistrustful, especially when under pressure, ask yourself:

• Are they assessing potential risks and then either taking action or not taking required action because they deem it too risky to act at all?


• Can they tolerate negative feedback and use it constructively or do they dismiss all feedback because they do not trust the source?


• Do they just criticise, instead of giving both positive and negative feedback on projects and team issues?

If the answer to these questions is yes, use their love of logic to help them see how their behaviour is limiting their working relationships, and their ability to collaborate and obtain support when needed from other teams. Help them analyse, if you can, why they are distrustful – what is the real fear? And if you can’t do this, see if a coach or mentor can take on this role.

TAKE AWAY
It’s important to work with shrewd people to help them understand their impact. You can support them to ensure their shrewdness supports their career ambitions rather than detracts from them.

If you would like to know more about career derailers talk to Talent and Potential about this series and the Hogan Development Survey psychometric, which can be used for both recruitment and development