Real-life example: talented superstars, bureaucracy, lacklustre colleagues and your power and duty as a manager
I came across the following post on LinkedIn and wanted to share it with you.
Full link: https://www.linkedin.com/feed/update/urn:li:activity:6293387632059641856
I’ve copied the text below for ease, removing the significant number of hashtags in the original:
“One of our junior associates recently told me that she was no longer enjoying her role. I was totally shocked as there was no evidence of this in the quality of work she produced or professional conduct displayed in the office and towards clients. We sat down and after getting an overview of what she was doing for the firm I realized that I had messed up. She was picking up the slack for others – whilst still delivering top results. By her own admission she had to pick up the slack for others in order to deliver the targets we had set for her. How often do talented people join an organisation bent on creating value and having an impact; only to face overwhelming corporate bureaucracy and lackluster colleagues? Eventually, if not given the correct support these talented individuals burnout and bail out – leaving the organisation the poorer for it. Spot the top performers in your organisation and nurture them. Check in regularly and be willing - like I did - to face the music for organisational flaws. We owe it to our employees and clients.”
I was struck by three things in this real-life example:
Please let us know if you’ve experienced this yourself as a high-performer, or as a manager, whether you’ve seen it impact your team members. Which approaches have you found work best?