If there’s one thing I know, it’s you need tons of energy if you want to successfully create a personally and economically sustainable business.
To do this, you have to have people around you who add to your energy, not drain you of it. The challenge with this is every once in a while, someone will sneak into your company that shouldn’t be there. This person will not only not give you energy, but they will also drain you with energy leaving you tired and out of sorts.
If there's one thing I know is you need tons of energy if you want to successfully create a personally, and economically sustainable business.
To do this, you have to people around you add to your energy, not drain you of that energy. You know, this challenge with this is every once in a while, someone will sneak into your company that shouldn't be there. This person will not only not give you energy, but they will drain you with energy, leaving you tired and out of sorts.
When that person who you really don't want in your business sneaks in, you might feel that you're stuck. Well, you've got them. They have great technical skills, but are just a pain to work with. You put up with it, because you think you have to.
This is a problem for you. You have the ability to control who works in your company. You just don't feel you can do anything about it. We think it's only right that you control who works in your company.
So if those people are draining your energy, you can pretty much be sure that they're doing the same to others. In fact, I'll even bet ya the energy drain is causing some negative feelings from others in your company.
I know that every time I get one of these people who I call brilliant jerks is causing you more pain than they'd been worth.
You know, I've had brilliant jerks working for me, I probably had seven, eight, nine, 10 of them. In fact, you could consider me a brilliant jerk back in my early days, although I'm not sure the brilliant part would be there, but the jerk certainly was.
But here's what happens when I finally got around to having that brilliant jerk leave the company. I'd have a line of people outside my door, waiting to walk in, and ask me something. And what they would ask me is, what took you so long? And I used to always say to them, hey, did somebody cut your tongue out? But the truth is, if you have a brilliant jerk in your company, almost nobody is ever gonna tell you they're a problem, and almost nobody is ever gonna tell you, you have to get rid of them, 'cause your employees think you want them there.
Now, if you have a brilliant jerk, you're better off dealing with it sooner than later.
Now that you know what a brilliant jerk is, let's talk about why they are terrible for your company.
Number one, they belittle others, and make them feel like they aren't worth anything.
Number two, they often act like the world owes them a favor.
Three, they aren't team players, even though I hate the term team player, but they really aren't team players. They don't work with others. They don't play well in the sandbox.
And number four, after they're gone, you'll find your company runs much better, even if they have crucial technical skills.
So to deal with this hiring error, here are some things you can start with.
Start with admit you made a hiring error.You know, it's really hard for us to look in the mirror, and say, you know, it's our fault. We did it, we're the ones who made the error. Really we generally want to say, well, it really wasn't our fault. We couldn't help it, we needed that skillset. I can give you a whole laundry list of what the reasons are you may have hired your brilliant jerk in the first place, but the truth is you need to start with admitting you made a hiring error.
Number two, have a specific conversation about the behavioral changes the energy drainer needs to make. This requires for you to write down what is the changes you want them to make, and write it down, so you're prepared to have a reasonable conversation with this person. After all, you don't want to fire somebody 'til you give them a chance to reform. Usually doesn't work, but I have yet to meet an employer, or somebody who owns a company, that doesn't want to do it.
And third, be prepared for this person to have to leave your company, and be ready for the uncomfortable conversation you're going to have to have. Every time I've had a conversation with a brilliant jerk, and I say, you can't be here anymore, I'll tell you what happens. They get into an argument with me, and the argument can often become pretty personal. They'll make statements about things that are not true, or half true, or could be true, but you just have to get through it. And if you're asking them to leave, you have to be consistent. Say, I'm sorry, you can't be here anymore. Here's why, we talked about it. You didn't make the changes. So I'm gonna have to move on.
So I would love to have a conversation with you about bad fit employees. So feel free contacting me at email@example.com to set up a time for us to talk. In the meantime, if you're not ready to talk, DOWNLOAD our ebook on Hiring For Unique Abilities. You'll learn the steps to hire effectively, keep the brilliant jerks out of your company in the first place. And while you're at it, scroll down, and let me know what you think about actions you need to take when a brilliant jerk arrives in your company.
Hey, this is Josh Patrick, you're at The Sustainable Business. Thanks a lot for stopping by. I hope to see you back here really soon.