In a message dated 97-12-15 16:47:35 EST, you write:
<< I fear I will have a group of managers on a team who have the same
excuse every time something goes wrong - how they were victims of
someone else. How they did their job, but someone else dropped
the ball and that was the reason the project didn't pan out, oh,
and sorry that I didn't tell you until now (due date)!
>>
Rick:
I really enjoyed your post. And agree with limitations. In a previous life I
worked "with" five CEOs, COOs and saw that the best ones were the ones who
could find the talents and interests of the ones who were holding back (and
getting the fingers pointed at them) and move them both into the group and out
into the organization working with energy.
This applies at every level of organizations--but what about trying to
constantly deal with the performance of a team member who is constantly having
behavioral issues, glaring weaknesses, and well hidden strengths, who is
actively putting up barriers to the success of others on the team and the team
as a whole, and cannot be dealt with through clearer, more "value-ful" goals,
reward systems, etc. (Of course, this person should not have been hired into
the team in the first place--but clinkers do get through.) What then?
Jane G. Seiling
Lima, OH
419-227-7979 Fax: 419-222-2002
Author: The Membership Organization