Jealousy is the tribute mediocrity pays to genius. - Fulton J. Sheen.
Irrespective of industry, organization or sector you talk to managers and staff and the cry is the same: Mediocre performers have been allowed to remain in positions year after year, stagnating organizational growth and suffocating genius. Complaints are levied at employees and customers voice their frustration, yet nothing changes. Why? Because no one wants to be the "bad guy" . Nobody wants to pull the trigger. Nobody wants to have the tough conversation, sadly no one has the guts to give the mediocre employee a simple ultimatum - grow or go!
But why not? Why are managers afraid to give the ultimatum? Could it be that they have somehow contributed to this madness? Absolutely! Many managers have become enablers, and if you want your organization to grow these managers need to be arrested.
How do managers contribute to mediocrity in organizations?
1. They hire warm bodies verses the right individual for the job. Sadly this is a dilemma recruitment managers face everyday.
Door number one: Quickly hire someone, anyone, as long as he/she is breathing to fill the position before the board, or senior managers decide to freeze or worst eliminate the position all together. Or door number two: Take the time to search for, train and let's not forget appropriately compensate the right individual to fill the position. Most hiring managers seem to opt for door number one and in their desperation for a quick hire find themselves stuck with one of three types of warm bodies:
The monkey - often referred to as "the ideal person for you" by the manager of the department trying to "pass the monkey". This individual is introduced to the hiring manager as a "gift", with no regard as to whether or not the monkey possesses the right skills and competencies to function in the new role.
The cruiser - this individual possesses the right skills and competencies to fill the position, but has no interest or passion for the role. Their main objective is to "cruise" in an easier role, wait for retirement, escape from his or her current manager/team members or to take advantage of some new freedom/incentive that this position may offer.
The directionless - this individual starts out as the right person for the job. He/she possesses the right skills and competencies, but soon becomes derailed since the organization has no clear infrastructure or strategy to help this individual succeed. The right individual may be on the bus, but after the first thirty days without basic office supplies (a computer, telephone, business cards etc.) do you really expect this individual to succeed?
Wouldn't it be better to opt for door number two and begin the recruitment process with a clearly defined strategy for the position, a strategy that begins with an actionable and accountable job description that allows you to hire for talent and train for skill?
2. Only hiring people they "can manage". Managers claim to want a self-directed, empowered team when what they really want is people who will not rock the boat, people who will not shake the organizational power structure, people who don't know how to think, ultimately people they can control. This is the breeding ground for mediocrity since under these conditions "A level" employees soon jump ship.
3. Lie on employees' performance appraisals - managers who hate confrontation, who want to be everyone's friend, or who may have already blinked out themselves and can't be bothered, grade everyone as fabulous! Four out of four, excellent, excellent. Obviously employees cannot fix a problem that doesn't exist!
4. Failing to set high performance standards in their department - if you've read Jim Collins' book "Good To Great" you know that "good is the enemy of great". If you want your team members to be superstars then you will have to push off the bench! Set high standards of excellence, build in accountability and ensure that every employee knows that there is a consequence for failing to perform at the expected standard. Don't accept excuses for mediocrity. Let's say that a particular job requires an advanced proficiency of Excel, however, the person in the position only has a basic understanding of Excel. They can add columns and texts but cannot create formulas. They promise to enroll in a course but they never do. In the meantime you continuously make excuses for the employee and find ways to work around the deficiency instead of having the "you need to enroll in a course or I will transfer you out of this department" conversation. That employee will always be the weak link and a burden to others in the department, and because there is no consequence for non-performance he/she will never strive to be a continuous learner.
5. When managers themselves do nothing to grow, they "lead" by example - managers lead by example whether good or bad. If you are a manager and you have done absolutely nothing to perfect or enhance your skills within the last 6 months, you're not growing. If you're not growing you have nothing new to bring to the table. Your lack of growth stagnates your team, kills your creativity, and sends a clear message to your staff that mediocrity is acceptable.
A word to the highly skilled, forever operating in excellence, but suffocating in a pool of mediocrity
I saw a quote the other day that read, "In the republic of mediocrity, genius is dangerous". This is so true! If you're an "A" employee asking "but Stacia, how long will it take for these managers/organizations to realize that when they refuse to give the 'grow or go' ultimatum, they are really doing a disservice to their employees and killing the organization?" I say don't hurt your head for the answer; you'll be long gone by then!
Stacia Williams offers keynotes, workshops and personal coaching on a wide range of: Personal Branding, Image Management, Customer Service, Leadership, Business Etiquette & International Protocol Topics. You can contact Stacia Williams at 325-5992 or email Stacia@totalimagemanagement.com or visit staciawilliamsblog.com.
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