Should you develop the wilfully independent, the hugely talented but difficult to manage maverick, and if so, how? Loved by customers, they may complete their work with ease... but leave enormous problems for other colleagues in their wake. So can managers, whose patience may be worn very thin, ever tame these tigers? Judith Germain has some answers.
What makes troublesome talent so different from the rest of the talent pool?
I believe that talent management is the ability to nurture, develop and maintain talent, so the objectives of the organisation can be met. It is an holistic approach to managing talent rather than a specific component approach that many companies undertake. For example, concentrating talent management strategies on the top team or high fliers, rather than on key talent across the organisation.
"They are unlikely to go with the flow for an easy life, which is unlike the rest of the talent pool. These individuals will not only acknowledge 'the elephant in the room' they will actively try to drive it out."This holistic approach is more likely to enable the manager to nurture and develop their troublesome talent, who are often ignored or excluded from management development programmes due to their personalities or ability to cause disruption within a structured organisation.
The common question posed by a maverick is 'why?'
Mavericks do not compromise their standards to fit in, and therefore cannot be managed conventionally. Despite the fact that they often do not utilise their talents effectively, mavericks tend to be the top performers in companies and within business. Common traits of low boredom and impatience mean they often have trouble articulating what they want or what they mean.
They are unlikely to go with the flow for an easy life, which is unlike the rest of the talent pool. These individuals will not only acknowledge 'the elephant in the room' they will actively try to drive it out – which is the exact reverse of what is expected in most companies and will often be treated which huge amount of suspicion. Managers may feel challenged by these individuals and react to them in an aggressive way, which will typically drive the troublesome to protest and then react by becoming destructive within the company.
How can you develop troublesome talent?
When you are considering developing your troublesome talent these are the three biggest challenges that they - and you - face.
Communication with others and the need to speak the truth
Whilst your maverick at work is very articulate, they may have problems communicating with others in a way that their audience can understand and accept. If you ask your troublesome talent whether you are doing a good job, and they feel that you are not, expect to receive blunt, to the point feedback on your shortcomings. They are extremely loyal to those that they trust and respect so if you are their manager and do not live up to their expectations – expect a rough ride!
For example, mavericks have an overiding need to tell the truth. They feel that to do otherwise affects who they are and lessens their integrity – one of the principles that they hold dear. This is why communication can be fraught, their need to tell the truth far outweighing the need to not upset someone else. The trait not to upset someone is not usually as well developed as it is in others. This is generally because they have such high self esteem, there is little that will upset them and they naturally feel that everyone else is like them. (Do not assume, however, that they are unable to be hurt at work).
It's important to develop their communication skills and that doesn't mean sending them on a communications course. What they need is mentoring on the cause and effect of their behaviour, tied in with a compelling reason for them to change. Without a compelling reason there will not be any change at all – they are not concerned with 'fitting in', so get to know them. What do they want? Promotion? Variety? Autonomy? Then tailor their learning on how they can achieve what they desire. Be realistic with them, don't lie – if they catch you out, they will not forgive or forget.
High self-esteem and self confidence
This can often be interpreted as arrogrance rather than the high self confidence that they feel. Often, they only express an opinion with quiet insistence when they know they are right. This can mean they do not appear to listen to counter arguments or may appear to be inflexible once they have made their decision. It's a problem of perception rather than just behaviour. This is a communication issue and should be addressed as such.
The need to complete objectives
Mavericks like to complete their objectives as they take pride in solving problems and finding solutions. They will often induldge in lateral thinking to solve the problem, seeing things missed by others. They are also likely to break rules that appear unimportant, or break with protocol to ensure that an objective is met. They are often punished or penalised for taking this route, which can lead them to becoming despondent and destructive.
Their development in this area depends on your ability to enable them to see the consequences of their actions. The effect of a single-minded pursuit for a solution can sometimes not justify the journey to get there. Often, troublesome talent is rewarded by the organisation for this behaviour (bigger bonuses, recognition) whilst at the same time being punished for it by HR teams or their manager. This is counter productive and can be confusing to the employee.
There seems to be a general lack of accountability for leadership development by senior management. But it is not HR's responsibility alone to develop talented individuals – troublesome or not - they must be nurtured by senior management. Mavericks should not be ignored and companies that do, run the risk of slipping behind global competitors who recognise their potential.
Judith Germain is managing director of Dynamic Transitions, a leadership company specialising in working with Troublesome Talent® and improving leadership performance within organisations. Judith provides mentoring for senior executives and delivers leadership programmes, leadership consultancy, training, and coaching and mentoring to corporate clients. For more information visit www.developing-leadership.com or email
