Leadership comes with numerous challenges, and managing people is one of the foremost. Leading a high-performer, who is also challenging to work with, adds a layer of complexity. If not handled effectively, these situations can become intolerable.

A Common Issue

As Guy Gage aptly notes in his article, When Leaders Tolerate the Intolerable, “Interestingly, experience has shown that the most common intolerable situations involve people.” This was evident in a recent coaching conversation with a Partner at a mid-size CPA firm, who was struggling to manage a high-performing, but difficult, manager. The firm had tried various tactics to make the situation tolerable: rotating staff onto her engagements, assigning solo projects, and offering mentoring support. Despite her intelligence, excellent work quality, and good client relationships, she was difficult to work with internally. “I just don’t know what more she expects us to do,” the Partner said.

Finding Solutions

I asked the Partner how they could find out what the manager expected. After discussing several options, we focused on clarifying and communicating expectations to the manager. It became clear that the firm had not been as explicit as needed in communicating expectations, assuming that the tone at the top was enough. While leadership actions often speak volumes, it’s not uncommon for high-performers to push boundaries, making it essential to define acceptable conduct explicitly.

High Performers: A Unique Challenge

Research published in the Harvard Business Review (Stop Ignoring Your High Performers) highlights that high-performers are significantly more productive, challenge norms, and seek new growth opportunities. This makes managing them uniquely challenging but also rewarding.

The Reward

Managing a high-performing, yet difficult employee, is one of the most arduous aspects of leadership. However, with intentional communication of expectations, active listening, and finding a common path forward, the investment can be worthwhile.