How to manage the mediocre
By Rhymer Rigby
Although businesses talk endlessly about top talent, it is not possible for everyone – or even most people – to be top talent. So how do you manage those who are just OK at their jobs?
What do I need to understand?
Mediocrity, like performance, is a mixture of skills, knowledge, potential and attitude. So an employee could be underperforming because they don’t understand their job fully, they lack the potential to do it or because they cannot be bothered or are unengaged.
Tom Preston, an executive coach at
The Preston Associates, says that it is usually one of the last two: “Today, technical skills are becoming commoditised, so the real driver of performance is attitude.”
However, Ian Gooden, chief executive of HR consultancy
Chiumento, adds that it is a mistake to expect everyone to be a star: “In any group, only a small proportion of people are significantly above average – and every business or manager wants more than their fair share. Managing is the act of inspiring average people to above average levels of performance.”
How do I change people? “Get a good view of the skills and responsibilities the person has and distinguish between their performance and their potential,” says Dunstan Arthur, a psychologist at talent management specialists
SHL. “It could just be that they’re in the wrong role and need shifting to a job where they’re a better fit.”
If you are going to change them in situ, Mr Preston suggests: “Agree what success looks like and behavioural expectations with them. Ensure they’re aware of the context around the job and what’s important. Make sure they understand what’s in the job for them personally and agree how goals will be measured. Sit down with them every four to six weeks and help them change. You should give them six months, but make it very clear that if they choose to perform significantly below their potential then someone else will deliver.”
He adds: “Leaders tend to be very bad at having conversations around performance. They’re either brutal or endlessly sensitive. But if you have the person’s interest at heart, these conversations shouldn’t be that difficult.”
Mr Gooden notes that attitude problems are often a result of the way people are hired. “When companies recruit they tend to focus on skills and knowledge even though those can often be taught quite easily, while behaviour is hard-wired in. As a result, they get people who are difficult to work with and manage.” He adds: “You can help people to understand what is culturally acceptable and what isn’t.”
What if they have been promoted beyond their potential?
Sometimes the person simply does not have the intellectual or emotional firepower to do the job. “You need to say to them, ‘We want to keep you but not in the job you’re doing’,” says Mr Preston.
Telling someone that they are out of their depth may seem daunting, but if it is true, it can come as a huge relief to the person in question. However, he adds: “You have to be the one who starts that conversation. It’s very, very rare that someone comes up to you and says, ‘Boss, I’ve been over-promoted’. But if someone does do this, you should be very impressed.”
Are there upsides to average employees?
“You might overlook mediocre performance in some areas if the person is very good in others or has specialist knowledge,” Mr Arthur says.
It is worth noting too that, sometimes, less than stellar performers often have “behind the scenes” roles such as acting as peacemakers or the social glue in a team. Moreover, says Mr Gooden: “Some high achievers can actually be mediocre when you consider their corrosive attitudinal impact on others. You have to get the best out of the bulk of your workforce.”
He adds that there is another plus too: “If you only have stars, boring, mundane tasks still have to be done, so be careful what you wish for.”
The writer is author of ‘The Careerist: Over 100 ways to get ahead at work’
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