On our ‘Engaging People, Powering Companies’ podcast last week,

Amrit was inspired to talk about managing ineffectiveness, due to someone directly making a request for help with a situation they are facing at work, that is causing them distress. This person finds themselves being given more work than the rest of the team publicly, because they are effective and favoured by their manager, and it seems, used to show everyone else up. This has alienated this person from the rest of the team, as well as creating unfairness on the allocation of work.

I understand that as a manager, there are people we may rely on more than others. Now if this is because there are clear and fair targets and objectives set for people, and one stands out as nailing their targets and needing more work based on clear data and development needs then fair enough. If, however, it is because there are no clear targets or development conversations, and peoples lack of efficiency isn’t being addressed, and one person stands out for their competence and is used to carry the slack of the team, well then, this is not okay.

Let’s look at the reasons that this is a terrible management strategy. Firstly, as leaders and managers we have a duty of care towards someone’s wellbeing at work. To continually give someone more than everyone else is unfair from a performance perspective, but also from a wellbeing perspective. It would quite rightly make them feel used and abused, and on top of that, alienated from the team and potentially even mocked, or worse bullied, quietly, in a whispers in the corridor kind of way.

Amrit, mentioned on the podcast the psychological term ‘Social Identity Theory’. We know from behavioural science that people are social creatures and like to belong to groups. Because groups exist, it creates an us and them mentality, and we big up our own groups to make the other groups look bad. In this instance the manager is creating this within the team instead of creating unity and togetherness. They are instead suggesting blatantly that this individual is different to the rest of the team because they are more productive. This is a very destructive way of working and managing performance. It is not conducive for anyone’s health and what happens when this chosen, productive employee reaches burn out?! There is no back up plan here. No contingency.

Secondly, a manager is responsible for making sure that the team performs across the board and can deal with the peaks and troughs and ebbs and flows of the workload throughout the year. This is all about that contingency plan, and not only that but pulling together, leaning on each other. Camaraderie to get the job done, to be part of something. So how can we ensure that this is how we are working? That brings me to my next point.

Performance management through clear expectations and development. Each and every person in a team, should know the role they play and be held accountable, with support where required, for achieving it. One to ones, personal development plans, and reviews all serve a purpose and are fundamental to managing performance and developing people. To avoid these things or cut corners and hope for the best, frankly, is performance suicide. Plus the fact, if we are not having these conversations then how can we help people develop? How do we know who is hungry for more, or even just how they are?! The little things count right?!

Next, I would like to address something else Amrit mentioned, and that is fairness. This is something most of us value and when people see and/or feel unfairness it really can create such unrest in how people feel, and as such erode the culture. What are we saying when we treat someone this way? We might not be saying it out loud, but it speaks volumes. It’s okay to not do your job. It’s okay to overload someone to pick up the slack of everyone else. It’s okay to alienate someone and make them feel alone. No. Just no.

So, what can be done in this situation? Let me address this from the perspective of the employee that is frankly, being taken advantage of. Speak up. First and foremost, we have to speak the truth. There are ways and means of doing this and of course it depends on the relationship and psychological safety between manager and employee. It might feel uncomfortable, but life is already uncomfortable. Speak from a place of ‘I’, own it. Talk about the personal thoughts and feelings, and what needs might be going unmet (fairness for example, or respect), and then make a request of the manager. “Would you be willing to…”. This is based on Non-Violent Communication by Marchal B Rosenberg and is well worth a read and practicing forever and ever amen.

If this approach doesn’t land, consider escalating. Perhaps before needing to escalate, in the conversation suggested above, be curious as to the reason why we got to this in the first place. Does this manager need help? Are there issues within the team they don’t feel able to address? Maybe this will open up a dialogue that helps this person ask their superior for support. However, if it lands on deaf ears, escalate. Ask for help to address this and when doing this, be as factual as possible. Not easy, but necessary.

As Amrit said in the podcast, it may come down in the end to deciding whether this is a job one can continue. Happiness is important, and when someone is being taken advantage of and alienated, and then (potentially) unheard, what are the options? Taking care of ourselves in a way that shows us that we have our own backs and deserve more, is something I hope we all can decide to do should we need to.

And if you are the manager leading in this way, read the above again, take action, and if you require it, please, seek assistance. We have a responsibility, not just for getting the numbers but holding people to account, while looking after them in the process. 

Click here to listen to the podcast.