The Unmanageable Star Performer

Kumar, the managing partner at Leman Highlander and Company’s Iambi office. Vicar is a star performer, praised for his ability to attract large clients and grow the bottom line of the business. Unfortunately, he is also become known as a hothead, perfectionist and dictator and his employees are finding it very difficult to work for him, hence leading to a 34% turnover rate. If I were Stefan, I would tell the truth to Vicar and share what I learned In speaking with his team.

The key aspect of any leadership role Is not Just about attracting the right people – more importantly, It Is about keeping them. He has made It so that his employees fear him rather than respect him and he has neglected some of the most basic needs of any professional – the need for a delicate work/elf balance, the need to feel motivated and Inspired and the need to love what you do. I would reference the corporate values and Illustrate the need to attract and keep employees.

Ay has made it so that the organization Is not only losing valuable employees, but these employees are also now going to the competition with an insider’s scoop of how Leman operates. And since they have severed ties, they may be saying negative things to prospects in ongoing sales cycles, especially if they end up in a competitive sales cycle against Leman. They also may be posting things online about the organization and its work environment which could truly hinder the level of talent that they are able to attract moving forward.

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The Unmanageable Star Performer

I would not fire Vicar as he has proven to be a valuable asset to the company. However, I would want to get an understanding from Vicar on why he is leading in such an aggressive manner. Maybe he does not actually enjoy being in leadership? If that is the case, I would request that he moves into a sales role, responsible for some of the largest, most strategic accounts and allow him Just to focus on closing business. This could help yield more revenue for the Iambi office and alleviate all of the internal issues. Plus, he would most likely make more money in that role.

If he does want to stay in a leadership role, I would have him take mandatory leadership raining sessions and put parameters in place for required results the following quarter. If turnover does not decrease to industry standard, he would need to step down from his position. It would be an extremely difficult conversation to have but clearly he does not possess the necessary leadership abilities to employ a successful and happy team. If this Is not addressed, the problems will only get worse – more people will get burnt out and leave, there will be people flocking to the competition and It will become

Increasingly more difficult to find top talent to backfill these roles. The Unmanageable Star Performer By gerrymanders In this weeks article, we read about Vicar Kumar, the managing partner at Leman Unfortunately, he is also become known as a hothead, perfectionist and dictator and If I were Stefan, I would tell the truth to Vicar and share what I learned in speaking with his team. The key aspect of any leadership role is not Just about attracting the right people – more importantly, it is about keeping them.

He has made it so that his Asia needs of any professional – the need for a delicate work/life balance, the need to feel motivated and inspired and the need to love what you do. I would reference the corporate values and illustrate the need to attract and keep employees. Vicar has made it so that the organization is not only losing valuable this is not addressed, the problems will only get worse – more people will get burnt out and leave, there will be people flocking to the competition and it will become increasingly more difficult to find top talent to backfill these roles.