The Moment You Bring Your Ego To Work, You’ve Lost

There are people out there masquerading as the ideal employee. During the interview process, they answer flawlessly, their psychometric tests shine and they get the job done when hired.

But beware…once promoted to a management position, things start to fall apart because of ego and imperfect promotion processes.

Di Armbrust, author of The 2% Effect – Removing Complexity and Managing for High Performance and HR expert, said not everyone is cut out to be a manager. “Often people are promoted due to work experience, by default and with little or no management experience,” she said.

“Their idea of good management is micromanaging. A true manager and leader wants their team to shine, to exceed expectations and to even have the chance to be 'better' than their own manager. Sadly, a 2%er does not want any of these things.”

Mrs Armbrust’s book explores how businesses can be more productive and profitable by tapping into four principles to ensure the small number of people do not irreparably damage their business.

“The 2%ers are the ones who defy the norms, break the rules and wreak havoc complaining, whingeing and just being difficult,” she said.

“Most of us, when we attend an interview, are on our best behaviour. However, good behaviour can only be maintained consistently when an employee has the right operating attitude.

“But research tells us, under pressure, we revert to self. Managers are often under pressure so we see cracks in their behaviours especially if they are 2%ers.”

Mrs Armbrust said there are processes that can be put in place to check attitudes to ensure the people who are employed or promoted are a gift to a business.

“These processes do cost money but it costs more to deal with a 2%er down the track,” she said.

“There are no guarantees when it comes to making sure you do not hire a 2%er; anyone who has dealt with certain types of 2%ers will know they can be a crafty bunch. They can look like angels for a while – until they are ready to show their true self.”

Not all employees will make the best supervisor or manager. The common approach to promotion is to place the most technically competent people into people-manager roles, but supervising and managing isn’t about technical competence.

Mrs Armbrust said what may have been a really good employee in one role may become a 2%er in another. “You need to be careful that you don’t enact the ‘Peter Principle’ – promoting to a level of incompetence,” she said.

“Wanting to see people get ahead is a great sentiment, but we shouldn’t set them up to fail.”

Mrs Armbrust recommends development programs, as outlined as a good way to determine whether technical talent will make it into the ranks of supervising and managing people.

“It gives you a chance to ‘try before you buy’. If your employee is not cut out for supervision and management, help them become the ‘go to’ technical person in your business.

“Make sure the person you promote always demonstrates the right behaviours that fit with your values. Not getting this right means you’re sending mixed messages to your employees, which will cause them distraction.

www.diarmbrust.com