Some of the highest performers can be the most challenging to lead. Follow these guidelines for managing strong personalities.
Superstar performers have an innate ability to execute a plan, design a cutting-edge product, or close a deal in a way like no one else is capable of. They often outshine their peers with what seems to be superhuman abilities and can charm an entire room like hypnotists. These top performers, their talent, and their success are rare to come by. There’s a flip side to this coin, though. The highest performers are often the most difficult to manage.
Whether it’s professional sports, Wall Street, Silicon Valley, or in your own department, you don’t have to search very far to find egotistical, know-it-all types with grandiose ideas about their own skills and abilities. In the spotlight (and in their own minds), they are the shining star. Behind closed doors, they can be incorrigible, unruly, and highly unmanageable.
The reality is, superstar egos are all around us, and when you are tasked with leading one of these high-performing individuals, you may be inclined to pull your own hair out. But don’t worry: Learning how to expertly navigate these unique relationships and pivoting your leadership style to effectively steer them to success (and you away from the loony bin) is entirely possible. It will simply require a few tweaks to your leadership style along with some strategic, out-of-the-box thinking.
Provide them with some healthy competition.
Nothing is as compelling a motivator as competition, especially for strong, driven personality types. Whether it’s outperforming the competition or outpacing a project deadline, earning bragging rights is what these top performers live for. Because competition is also crucial to organizational success, try not to view this as a bad thing, but rather as a tool to leverage your top performer’s best work. A healthy sense of competition can lead to more innovative ideas, creative solutions to complex problems, and help you and your team achieve targeted goals. Additionally, the passion that exudes from a competitive individual is contagious and can spread to other team members and departments, motivating them to work harder and improve performance.
Don't feel the need to change them.
Most of us don’t like hanging around egomaniacs, no less having to work with them on a daily basis. By nature, they can be arrogant, glory seeking, and large-and-in-charge—meaning, you know whenever they’re in the room. As a leader, it would be understandable, even justifiable, to want to quash the advances of such an individual to teach them a lesson or to simply remind them of their place. But giving in to this native parental instinct and requiring them to suppress who they are is not an effective way to handle such individuals. Accept them for the gift they are to your team. Top performers, with their big personalities, can give your team an advantageous edge. Be willing to channel their high-octane energy and insatiable drive in a way that benefits all—the individual’s need to succeed, the team’s objectives and deadlines, and your P&L results as a leader.
Let them shine in and out of the spotlight.
Recognize what makes them the extraordinary contributor to your team that they are, and then empower them to do what they do best. This means intentionally leveraging their strengths, while providing additional training and assistance in the areas where they may not be as naturally skilled. These superstars crave accolades and acknowledgement, so even if that’s outside your typical leadership style, communicating strategically with positive affirmation can reroute egotistical behavior and reinforce their commitment to the team. Allowing them to shine will also serve to fortify their allegiance to you as a leader.
Give it to them straight.
Superstar performers can be a colossal challenge to manage, so adopting a culture of radical transparency and honest, direct communication will go a long way with them. As a leader, don’t be intimidated by these big personalities who don’t blend easily into their surroundings. They are so accustomed to being doted on by fans, peers, coworkers, media, and the like, that they need—and even expect—you, leader, to bulldoze through the cacophony of admirers and give it to them straight. Despite their unharnessed opinions and unabashed sense of self, they need to know you will be uncompromisingly truthful to share clear, constructive insights that they can’t find anywhere else. This will build trust, respect, and ultimately an invaluable relationship, knowing you genuinely have their best interests at heart.
Lead by example.
Your superstar team member may often feel like a lone wolf with nobody they can relate to—and they may even be right. You might be the one person in their corner who they can look to for guidance and feedback, and even if it may not seem like it, they are likely silently observing your behavior and leadership—learning from you every step of the way. You don’t need to be a superstar to influence a superstar, but you can still give them an example worth following. After all, it has been proven that we are impacted by and imitate the people we spend most of our time with. So don’t underestimate the power of influencing your superstar even if they live in the spotlight and you’re relegated to the shadows.
“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” —Jack Welch
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