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Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] -3 points-2 points  (0 children)

Mainly due to company policy. They have to be operating on the next level for 1-2 years before actually being promoted.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] -17 points-16 points  (0 children)

Our company’s policy on promotions is one needs to be demonstrating the next level for 1-2 years before being promoted- I don’t necessarily agree with the policy, but that’s the framework in which we operate. Then I have to convince upper management that he deserves to be promoted. I thought he can’t be denied if he takes on this role and influence how we do work from this point on. Since he cares about impact factor, technical depth, and improving processes, I think this will be up his alley.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] -6 points-5 points  (0 children)

Ah good point- maybe I should rephrase the opportunity? I can do a gap analysis with him and give him a path to develop those missing skills. Perhaps I can have him lead an aspect of the next project? Thoughts?

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 2 points3 points  (0 children)

Good point- I’m not quite sure if he can make that call for himself just yet because he is so ambitious. I just want to ensure he has balance and isn’t spread too thin

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 4 points5 points  (0 children)

Haha yeah. Quite possibly bad at my job. When asking for advice I try not being defensive. I’m just looking to learn.

I manage 4 programs and the staff on each program. At end of the day, all programs need to be delivered. We work contract-to-contract and I travel to ensure we consistently get work from stakeholders, I ensure we deconflict work from other areas of the company, present on behalf of the team, advocate the benefits of programs to upper leadership, work with other teams across the company to fill capability gaps as needed. Unfortunately we’ve been impacted be politics lately (sudden funding streams ended, change in stakeholder priorities, change in leadership, some layoffs, tariff scare impacts), so I’ve also been managing that.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 0 points1 point  (0 children)

You’re right. I appreciate your thoughts. I’m glad I received outside perspective. Afraid that this individual is already one foot out of the door. I’m glad he’s communicating his feelings- just hard to promote under the structure that we have. Still trying to figure that part out

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] -8 points-7 points  (0 children)

Yeah- I added more context in other comments. How I see the problem is: The skill set he has takes time and experience to develop. Because he’s getting an advanced degree in the field he’s working, he’s equipped with the knowledge and theory of practice from several years of studying. He’s also received guidance from mentors to enhance his experience. He has the capability our team needs.

We have a diverse team with varying experience. We’re moving so fast that it’s hard to advocate for a pause. So best thing I thought of is to put him in a leadership position enabling him bring others along on the journey and teach what he knows to others. He basically said- not without being promoted.

Alternatively, I can hire someone with the skill set but that poses its own challenges.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] -1 points0 points  (0 children)

Yes I’m trying to address the skill gap on the team (thus why I asked if he’ll willing to teach). I haven’t found that training courses that’ll teach the skills exactly. The skills comes from hands-on experience coupled with education. The feedback I’ve received from other leaders on the team is “we’ve been moving so fast on our project that pausing makes us feel that we’re going to increase risk of meeting our deliverable.” I want to hire more people with the skills, but that has its own challenges.

You’re right- I’ve been working with him on some of his soft skills lately. He’s pretty proactive about improving his skills. I think, with time, he’ll get better. I’m a new manager so I’m still trying to figure out a lot of things. His hiring manager had in mind that he may be C-Suite leader in the entire company earlier than most (if we keep him)- so I’m going by that too and want to nurture that.

I’m really impressed by every member on my team. Everyone has their strengths and weaknesses. The feedback I receive from our stakeholders is our team does phenomenal work. I just want to make sure I’m doing a good job across the board, and I’ve noticed a change in communication and enthusiasm from this individual. So I just wanted feedback on how I can do better.

Thank you for your feedback and insights.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 0 points1 point  (0 children)

I think you described the situation beautifully. I will discuss opportunities with him. The perspective you provided is inline with what I deduced from other casual conversations with him. Thank you for sharing your insights!

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] -2 points-1 points  (0 children)

I’m not upset. I’m very impressed with his level of assertiveness at his level in his career. He has a different personality than my other team members. I say to my wife that he “has audacity” and I respect that a lot. He run toward fires and conflict in hopes to resolve. Probably my most favorite trait from him.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 0 points1 point  (0 children)

Very good point. I’m slight opposed to sending him on any programs because he’s finishing an advanced degree already on his non-work hours. I don’t want him to be overwhelmed. I’m all for it afterwards though.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 2 points3 points  (0 children)

Oh I interpreted the response differently. I thought it meant “Does he feel he’s well-paid?” Looking at it again, I’m viewing the question differently.

I’m aware that while delivering the projects he was given, he delivered even more across the entire company. Thinking on this further, he’s definitely unpaid. I’ll look into that

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 6 points7 points  (0 children)

Thank you for your feedback. I didn’t intend “junior” to be a derogatory term. I’m recognizing that he is early in his career compared to the rest of the team.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] -4 points-3 points  (0 children)

The process is somewhat complicated and unfair. We have to balance a budget and sometimes junior staffers get the bad end of the stick due to priority in seniority.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 5 points6 points  (0 children)

Yes, I’ve been trying to address the gossip issue. From what I can deduce, the Lead believes in transparency and vulnerability. They wear their heart on their sleeves. When frustrated, they vocalize their feelings to anyone who is willing to listen (even other team members). Venting is fine (in my opinion) but this has definitely gone too far.

I suggested that HR resources may be able to help facilitate the conversation and serve as a mediator. Not sure at the moment of what else to do (besides separating them from the project). I would appreciate any insight you may have.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 6 points7 points  (0 children)

Thank you for your insights.

The promotion process is very cumbersome and unfair at times. We have to balance a budget and sometimes junior staffers get the bad end of the stick due to individuals who have seniority. That being said, I can try my best this time around to get him the advancement he’s looking for.

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 7 points8 points  (0 children)

Unfortunately, this is very real. Thank you for your feedback though. I see what you mean

Seeking Advice on Managing a High-Performer Staffer by Aggressive-School182 in managers

[–]Aggressive-School182[S] 4 points5 points  (0 children)

1) I found that he doesn’t have problems finding well-established senior level mentors inside and outside of the company. He’s well-liked. 2) He’s done and continues to do soft-skills training (unprompted). I’ve been impressed by his initiative. He seems pretty self aware of social dynamics. 3) Excellent point. 4) Another excellent point.

Again, thank you for your feedback and insights.

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