Personality problems

Submitted by desserts
in
Manager Tools Trinity
Hi there, I have just discovered your podcast series and have a question after listening to your 3-part show about how to avoid firing someone 27/02/06 Should someone be fired for being themselves? You mention in the last episode that issues in someones personal life could cause the performance problems at work. The case in question was with someone who was very technically able. As with a number of techies they are not the most socially skilled. Dispite coaching they are unable to understand and navigate complicated political situations. This has always been the case with this person. If after an amount of feedback they respond that it is just how they are as a person and it is out of their control to change this, how would you recommend progressing this? Chris
Submitted by Mark Horstman on Sunday September 17th, 2006 10:00 pm

The entire situation isn't as simple as this (as I indicate later), but if I believed the behavior I was asking for was necessary for the successful completion of their job, and they refused to change their behavior, then yes, I could justify firing someone under those circumstances.

That said, I take issue with your characterization of firing someone for "being themselves." I wouldn't fire them for that, EVER. That's not what we're talking about, even if the employee or someone else were to characterize it that way.

Everyone is capable of change. In fact, for the vast majority of reasonably expect-able behaviors in the work place, every employed worker is capable of any reasonable behavior a manager would ask of them.

Therefore, the issue is will. They're not willing to change.

Further, I can't be certain what coaching was done. Most of what passes for coaching today is not likely to produce change. So, it's hard to say that I could truly justify firing someone here because I haven't been through the steps I consider necessary.

Mark

Submitted by desserts on Monday September 18th, 2006 7:10 am

Thanks for your reply.

I'd like to expand on your statement that everyone is capable of change.

Is someone who cant draw likely to become an acclaimed artist? Can anybody pass a maths exam with a high score. There are also health issues such as autism that should not be discounted.

How do you take these things into account as part of your process?

Chris

Submitted by Anton Federkiewicz on Monday September 18th, 2006 8:00 am

Correct me if I am wrong but the underlying assumption is that they are suitable for the job they are in (an artist who can't draw...lol) and can be taught (i.e don't have autism or some other learning disability). This means for 98% of the worker population we hold these truths to be self evident. For the last 2%, I am sure you would have other issues to deal with besides coaching.

Submitted by Mark Horstman on Tuesday September 19th, 2006 7:42 pm

Chris-

I don't take those things into account with our process.

Your post is an example of a debating technique called the "false opposite". Saying everyone is capable of change is not equivalent to saying someone who isn't inherently talented at something can become acclaimed at something.

My comments are predicated on your situation. I wrote: "for the vast majority of reasonably expect-able behaviors in the work place, every employed worker is capable of any reasonable behavior a manager would ask of them." This certainly isn't equivalent to becoming an "acclaimed artist".

Further, a reasonable person could fairly draw an inference that someone with autism is outside the purview of this discussion. When you challenge my underlying approach with that datum, you demean persons suffering from that disorder.

I was just trying to help you. I'm sorry that you're having difficulty with my recommendations - by which I stand - which included at least two significant caveats relating to a lack of detailed information.

I'd like to help you further, and would be happy to recommend steps you can take as a manager to help this employee improve their performance.

Mark

Submitted by Jeff Trader on Friday May 2nd, 2008 10:33 am

Personality problems are difficult; however, I'd like to share a success that is a direct result of MT's perspective on behavior. It's all about behavior.

I have a direct who works with an unforgiving group who exclude her at every opportunity. As I have spoken to this direct, she would say things like, "it's my personality - we just don't mix."

I am so thankful for MT's perspective on behavior because it is that perspective that made my conversations with this direct effective. We began disecting her behavior and found some ineffective behaviors which she has changed. Focusing on behavior took the intractable spector of a flawed personality away and replaced it with hope.

The other day she described a negative conversation with a peer. We talked about the need for her to apologize. I reviewed the podcast on apologies with her. She made an apology and reported favorable results.

Thanks MT!!