Greater Milwaukee Jobs

2 GREATERmilwaukeeJOBS • March 17, 2016 Is team taking aim at a top performer? & A Q In response to a recent column, "When a top producer is disrup- tive to your team," Jan. 28, a reader offered an insightful alter- native direction, writing:"The first thing to do is make sure the problem is really her, and not just the rest of the team. Perhaps the top performer is simply that good, and the rest of the team feels threatened.Too many times I have seen a top performer driven out by the concerted effort of a weak team to find fault… even unjustly. Since they cannot or will not improve, they find a different way to level the playing field. But this too is a fail- ure in leadership." I, too, have seen this play out in many situations, from the times when superior candidates are rejected to ostracism of strong employees, apparently in an effort to lower the bar. However, I do not always think it is a conscious or intentional act, so I've been exploring ways that people have successfully managed this impulse. For one, the key has been reflection on past behavior: "I didn't realize what was happening at the time, but later, as I thought about why I didn't think he was a good candidate, I realized I was insecure that he'd be better than me at our job. Now I check myself to be sure I'm not doing the same thing again." Another person focuses on recognizing her own strengths: "At some point, I realized he might be amazing at his job, but he might not be amazing at everything I am trying to achieve." These perspectives suggest some useful leadership strategies. For example, send strong mes- sages about each team member's strengths to mitigate potential insecurity and avoid setting up a "zero sum" situation where someone is the best . and by extension, others are lesser. This is a cultural solution. If, as a leader, you pursue a hiring strate- gy of always looking for bright people who can contribute at a high level, this will begin to resolve itself. Note that bright- ness transcends seniority – so if you're looking for an entry-level person, get the brightest one you can find. And beyond being bright themselves, be sure that they share the value of wanting to be surrounded by people who may be even brighter than they are. As leader within this high talent environment, focus on not being the person with all the answers. Teams coalesce when they have a problem to solve, so it's up to a good leader to give them a chance to step up. Be aware that this is not the easy way. The example of Abra- ham Lincoln comes to mind, as explored in Doris Kearns Good- win's book "Team of Rivals." Hiring the people who tried to beat you, and who have dramati- cally different experiences, goals and visions may seem counter- intuitive. But it's this very diversi- ty that leads to a successful out- come. How does all of this address the issue of undermining low per- formers? By creating a workplace where they do not flourish. On a team where standards focus on what you get done, your success as a collaborator, and mutual respect, the average low per- former will realize they no longer have a place in this aspirational setting. By Liz Reyer Tribune News Service (TNS) Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organizations of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. be time-consuming, Meltzer said while addressing the American Heart Association earlier this month. It starts with envisioning how you want your own obituary to read and realizing you can begin now to shape its content. As an exam- ple, Meltzer told the audi- ence about Frank Shankwitz, a policeman whose decision to help a dying boy led to the cre- ation of the Make-A- Wish Foundation: "Sometimes it's about one person sharing their good idea with another." In deciding exactly what you want your legacy to be, identify your strengths and tal- ents. Which of your core strengths could benefit others, and how can you make that happen while balancing work and family? Melissa Medina, a mother of four who is pregnant with her fifth child, says while family is important, she was raised to believe that improving the lives of others is essential. She has used her determina- tion to help position Miami as a technology hub for the Americas. As vice president of eMerge Americas, she organized a conference that drew 6,000 attendees to Miami its first year. In its second year, a whole day was dedicated to the contribu- tions of women in entre- preneurship and technol- ogy. "Little by little we're creating a true tech hub in Miami, and I'm proud to be part of it," she said. Legacy-building can require different levels of effort and commitment but tends to take hold when it stems from some- thing you're passionate about. I recently was struck by the obituary of George Van Wyck, former vice president at American Bankers Life Insurance Group who passed away on Christ- mas Day. He had created a legacy by thinking bigger than his job responsibilities. He simply wanted his employees to be happy and guided his company into pioneering corporate day care in South Florida. First, in 1976, he orches- trated the acquisition of an old motel across the street from company headquarters and turned it into a day-care center for employees' children. Then, in 1984, when the legacy ... from page 1 Q: I was recently asked to leave a job after my probationary period. The human resources manager emphasized that this was not a disciplinary action. She said man- agement viewed me as dedicated and hard- working, but felt the position had not worked out as expected. This outcome didn't surprise me, because the entire staff seemed to resent my being hired. I was given the same responsibilities as a senior employee who clearly considered me an unwelcome rival. My manager was seldom around and made no effort to clari- fy my duties or resolve conflicts. When interviewers ask why I left this com- pany, I'm not sure what to say. I know honesty is best, but I don't want to sound too negative. What do you suggest? A: First, let's consider the statement "honesty is best." As an appli- cant, you should scrupulously avoid being dishonest, because that can lead to all sorts of problems. However, you must also remember that "hon- esty" does not mean describing your opin- ion of events in gory emotional detail. Most questions actu- ally have many different honest answers. During interviews, your objec- tive is to provide a truthful response which will not alarm potential employers. For example: "I found myself in a situation where there was a lot of disagreement about my role, which created con- siderable confusion. I left on good terms at the end of my proba- tionary period, because everyone agreed that the position did not seem to be working out." How to explain recent dismissal? By Marie G. McIntyre Tribune News Service (TNS) see LEGACY . . . page 6 see YOUR OFFICE COACH. . . page 6 A publication of Conley Media Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Julie Sears 262-306-5008 jsears@conleynet.com Story Coordinator: Dan Muckelbauer 262-513-2626 dmuck@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 18 • Number 26 March 17, 2016 To place an ad: Call us at 262-306-5008 or fax us at 262-338-5271 deadline: Noon on Wednesdays Distributed by: Conley Distribution 262-513-2646 ©2016 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. 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