Dear CEO —
I’ve got a senior manager who seems to do just about anything but their job.
He volunteers for every corporate committee and seminar, constantly posts on LinkedIn, and spends a lot of time working on social company activities.
It would be one thing if his team was performing, but they are one of the lowest-producing teams in our division.
I know I have to address this, but it’s awkward.
He is so engaged in the company. I don’t want to lose that. I also don’t want to seem unsupportive of company employee initiatives and programs.
How can I handle this delicate situation?
— Tom, Los Angeles
Dear Tom —
First off, let me say, I totally get where you’re coming from. Over the years, I’ve seen my fair share of these situations, and trust me, they can be trickier than a Rubic’s cube.
But there’s always a way to figure it out.
So, here’s the deal. Having a team member who’s eager to jump into every initiative is fantastic – it shows enthusiasm, yes?
But I’ve learned the hard way that scattered focus rarely leads to solid outcomes. It’s like trying to juggle too many balls. Eventually, one or two are bound to drop.
Now, from one manager to another, I’d recommend a heart-to-heart with your senior manager. Sit down over a cup of coffee or tea – I find that these informal settings often set the stage for more genuine conversations.
Start off by acknowledging him energy and dedication. Maybe say something like, “I’ve always admired how you fully engage yourself into so many initiatives. Not everyone has that drive.”
Let him know you see and value his passion.
Then, ease into the main topic. “But I’ve noticed that while you’re doing A, B, and C, our team’s primary goals – X, Y, and Z – seem to be taking a back seat.” Use some relatable stories or metaphors to help illustrate your meaning.
Maybe something like, “Remember when we used to pull all-nighters in our early days, trying to do everything? We soon realized that depth is more important than breadth.”
Wrap up with a collaborative tone.
Ask him what support he might need to refocus. Sometimes, we spread ourselves thin because we’re avoiding something challenging in our main role, or we just need clearer guidance.
Lastly, set some checkpoints.
Say, “How about we catch up in a month to see how things are going? I know with your talent and dedication, our team can be the rockstars they’re meant to be.”
The objective is to approach the conversation with clarity and positivity. It’s not about curbing or sidelining his evident passion.
Instead, it’s about guiding that enthusiasm so it aligns with your team’s priorities and drives tangible results in the most impactful areas.
Sincerely,
