When I started to publish the blog, more than nine years ago now, I resolved it would be written to maintain certain values and resolved that it never becomes self-indulgent. Foremost among these values was that it would not be overtly or covertly political.
For example I have something of a reputation now among my Vistage CEO peer group of revealing some aversion to the BBC Today programme primarily because of the standards of interviewing. Of course we just cannot hide (would that we could) from the insidious and all-pervading influence that they wield in these pre-Brexit days. We can always switch off, of course.
I cannot hide, however, when one of the members of my group bemoaned to me the discovery that one of his prized team members was indulging in office politics and something had to be done about it.
When Dr Henry Kissinger left front line politics to become a full time academic he commented that his experience of the ferocity of university politics made him long for the peace and tranquillity if the Middle East and I can fully understand his concerns.
The fact is that whenever and wherever we have a group of intelligent people nominally at one to deliver successful business outcomes, the situation can often be blighted by an individual who is more concerned to construct a position that is more individually advantageous than one that contributes to the overall success of the organisation.
Another value I laid down was to encourage as far as possible topics that engender a positive outlook rather than look for situations that cry out for correction. An admirable objective but one that needs to be examined from time to time.
Wise sages say that it is far better to put emphasis on things that are positive and doing well rather than spending time, effort and emotion on correcting unsatisfactory positions in the business and I agree with that wholeheartedly.
However there comes a time when things get out of kilter and the influence of the business terrorist becomes evident. In its worst manifestation this is a member of the team whose output and performance levels are high but whose attitude, behaviour and lack of team ethos overcome the positive.
It is the gloom-monger, the naysayer and the rumour provider who constantly gets in the way of being a successful team player.
One of our Vistage US speakers says that we hire on skills and fire on attitude and that is a maxim well worth examining. When we recruit from outside the business we naturally look for a replacement for the dearly departed and occasionally even a direct replacement. This means that experience and technical abilities become essential whereas we actually need someone who can merge effectively into the team and contribute as such.
On that basis the last thing that we need is someone who has a personal axe to grind and whose whole attitude militates against good team ethics.
The problem is that this is often a creeping disease and it can take time to for a leader to realise that there is a problem.
In any case it is usually a problem that must be resolved if the team is to operate effectively. Make no mistake, everyone on the team knows the problem and waits for some action to be taken from on high.
The question is always what to do about it? On the one hand the individual’s performance is acceptable but the attitude and behaviour is not. Can this be changed? Probably not so what is the remedy?
Remember that we usually can’t change people’s attitude and behaviour. The best that we can accomplish is to build an environment which enables the individual to change - if they so desire. If they don’t then surgery may be the best option based on the realisation that no individual however productive can be allowed to destroy a team and that can easily happen if we don’t take action.
A disruptive team member is always a toxic influence and it is not good to wait for the eventual response of “What took you so long?”
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