Rarely does a column on managerial blocking-and-tackling elicit as much pushback as “When a Star Slacks Off,” which we published in March, 2008. The column takes on the all-to-common phenomenon of a top performer who starts to slide, and what to do about it. Our answer: let them go before they self-destruct and bring the organization with them.
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Reader Rants and Raves
► While you presented a compelling line of reasoning resulting, the human component was missing. In this day of being "sandwiched" between aging parents and children of our own, employees are oftentimes stretched beyond the snapping point. While I am not suggesting that employers assume the role of psychologist/therapist, I am offering that consideration of what might be going on at home be a recommendation. In this day of huge HR departments and bottom-line watching where employees are reduced to mere overhead, a little tender loving care would go a long way. It's not sissy, soft, girly, or silly. It's simply caring about your fellow man.
Far be it from me to say that such a course of action would net the desired result and the slider would resume his place of productivity, but I am saying that employers needn't be callous and unfeeling. A little caring in this uncertain and scary world can go a very long way.
— E.S.
► I work at a company where there are many slackers, and I know that my performance has drifted downward as a result of it. When you're coming in at 6, and others come in 7, 8, 9, even 10 on a daily basis and leave before you do, every day, and leave early for "doctor" and other "appointments" that average 3 hours a day that are never made up, this happening several times a month, you take notice quickly. Then when you realize that everybody gets the same pay raises, and you're at the bottom of a range that spans $20K, you realize that the slackers get a higher $ amount than you do. Add in that they get to go to out of state conferences, and you can't help but "do as the Romans do."
Therefore, before firing the once-stellar employee, my suggestion is to take stock of your workplace environment, culture, and pay policy. Ask them if there's something that's impacting their work performance, e.g. perhaps something in their non-work life is weighing heavily on their minds. See if there is something(s) that is/are within your power to do in order to revitalize that employee vs. deposing them for the thousands of dollars in tangible and intangible costs that a new employee brings.
— F.D.
► An unhappy star can move on to a competitor. But, what becomes of the business that loses the stars to their competitors? Since the employee was a star in the past, it is clear they have talent. So, there are other reasons for the problem. If the reasons are caused by company management, the company has an opportunity to address them. Two obvious issues are those of
support and motivation. Before the star employee is given to a competitor by firing him, these issues should be explored. Has there been a change in the support that this person receives?
Perhaps there are other unnoticed stars that enabled the success of the "star" in question. And, that unnoticed star may no longer be present (transferred, quit, or fired). Is there been a problem with compensation? Was the star rewarded with nothing more than a pat on the head? Perhaps the star noticed that his or her talent and hard work did not yield any rewards beyond those of the mediocre performers who didn't work as hard. Is there a problem with control? Was the star's latest initiative met with hostility or was he stopped from pursuing what, to him or her, seemed a promising line of inquiry? I understand that employees go bad; management should keep in mind that they can go bad too.
— J.B.
► Any employee who has a good track record may just be burned out. He can no longer be the leader. A talk with him would determine if he wants to leave (and there may be many reasons why he would want to). If he has been a loyal hard worker without the fire in his belly, he may be satisfied with a demotion to a job (away from and not associated with the present job) that is commensurate with his present productivity but lesser salary. He may have severe personal problems like a death that he has not been able to cope with. He may have health problems that he is trying to hide. He may have developed a personality conflict with someone in the company. These and other problems may appeal to the idea that the employee may be offered a different job. Again a lower stressed job may be appropriate. Or he may have changed so that he no longer fits the company. Then he should be let go with the knowledge of his short comings. This will permit him to adapt better to a new company. These actions should be part of any company's exit strategy, especially for those stellar employees.
— A.K.
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