How to deal with good (but sometimes difficult) employees.

There are professional employees, while strong in content, sometimes lack social capacity. They have a “frayed edge” and are at risk of being seen as a difficult employee. There is a repair kit for that.

Last week, 1 of my clients said that Marieke, his top consultant working in a dynamic playing field with many interests, is “doing quite well.”

This kind of lead-up/statement is something that happens when companies call me. Marieke was apparently strong on content. But she was just missing something of finesse to “sell,” share or present her ideas and work.

What does Marieke need?

The Marieke’s of this world cannot create enough support, do not know what to do with resistance and are sometimes moderate or not approachable. Of course, they don’t lack all these skills but it does make them unable to get the most out of their work. They have what I call a “frayed edge.”

Funny really that employers make so few demands on dealing effectively with customers, clients and externals if they think the professional, in this case Marieke, is strong in content. There is so much more to be gotten out of her talent if this manager did make demands on Marieke’s performance.

Socially skilled professionals create better results

Especially in these times, it is increasingly important to involve colleagues, clients and externals, to bring them along and “sell” your advice or policy. And there is only one way to do that: by communicating effectively in conversations. As an employee, it is important that Marieke communicates effectively with her colleagues to ensure coordinated policies.

Marieke’s talent is not very visible

I dare to say say that Marieke is actually “quite dysfunctional” and that her talent is therefore not really well visible and highlighted. Just making a good substantive contribution is just not enough anno 20nów. He should expect Marieke to have communication skills as well as good content.

Frayed edge puts pressure on employee results

There is something that these managers, at least downright inadequately realize. That is that their employees’ substantive input is only worth half or less if it is not embedded in a well-developed social capability.

When valuable content is not communicated effectively, problems or bottlenecks easily arise and much is lost. And frequently this all comes back to the manager, who has to fix it or rescue it.

Talent repair kit

• Realize that merely bringing a “valuable content” by a professional anno “20now” offers too little and is too limited.
• Dare to specifically name where someone falls short in the area of social skills.
• Either way, make sure the professional continues to develop their communication skills, through training or coaching. In doing so, you do yourself a favor and your employee’s talent becomes more visible.
• Make a direct link between the level of education and what you can expect from the professional as a result.

Marieke will start tomorrow to touch up her frayed edge. An employee who feels like working on her future. That’s what you want to see as a manager.