Managing the Dark Side – When Strengths Become Weaknesses – Part 5
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Part 5 – Focused
Do you have very focused people in your team?
At their best, focused people get on with the task in hand and are not easily deflected by others. They are not easily swayed by other people’s interruptions or requests for changes as they are focused on the result, and feel this is more important than being a ‘people pleaser’. They can be hardworking and seen as good contributors to the team – but it will be on their terms. Focused people often come across as agreeable and charming – to ensure they are left alone to pursue work in a way and time that suits them. Good social skills can also enable them to deflect criticism and can wrong-foot those that might want them to work faster, change what they are working on, reprioritise work or work differently. If the changes requested are of interest to them – no problem. If not, they can become passive-aggressive as the ‘dark side’ of being focused comes into play.
Focused people can deal with stress by prioritising the ‘important work’ over what others want, making non-delivery a result of ‘unrealistic expectations’ rather than their inflexibility. Passive-aggressive tactics can include withholding information, deliberately delaying meeting others’ requests, being critical behind the scenes of management as they become increasingly irritated by demands they do not wish to meet or see as relevant. When they miss work deadlines or execute poorly they are likely to blame a lack of resources or others’ abilities. They can ignore constructive criticism as this allows them to remain focused on their own agenda.
So, what can do you if you think a team member has this ‘dark side’? This is a tricky one, as they can seem invulnerable to your criticism however carefully worded.
- Often, it’s not diplomacy but clarity that’s needed. You may need to pick an aspect of the problem to tackle and link it to their reputation in the business. Being too ‘kind’ may allow them to side-line your desire for changed behaviour.
- It’s important to know what is important to them to influence them. Focused people often use words like ‘professional’ or ‘reliable’ – perhaps you can make what you want them to do become a part of that concept.
- An experienced coach using 360 feedback and psychometric personality profiling tools is a great answer, as the results can be linked to their personal agenda. For example, if they are keen to move ahead or into a new role, there is time to discuss how others’ perceptions could limit their progression. It’s important to use their self-interest to your best advantage to improve the way you work.
- Get them to update the team on what they are working on and the deadlines they are trying to meet – so others appreciate their contribution and what they are trying to achieve. Giving updates also ensures a review of everything they’ve been asked to do!
- When requesting a change of priority or work process from them ensure you use the ‘what’s in it for me’ tactic as the more relevance they can see in making the change the more likely they are to comply.
- Finally, make them aware of the impact of their behaviour on the rest of the team. Be clear about what is and isn’t acceptable and what they have to gain from compliance.
While focused team members can be highly effective, that effectiveness soon creates problems for managers when their agenda is not one that meets team or organisational needs. Tackling such behaviour can be very difficult when disguised with charm. You will need facts and clear examples of noncompliance to illustrate your point, get the right behaviours from them and ensure your team stays on track during stressful times.
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.