Overworking "A" Players

Jane manages both Bob and Stan. Bob does high quality work and never says "no" when asked to take-on an extra work project. Stan, on the other hand, is just as capable as Bob, also does high quality work, but sends out clear verbal and non-verbal signals of resistance when asked to do anything extra. When Jane has an important project with a quick turnaround, who is she going to ask? Bob, of course. 

This is the plight of the Bobs of the world. They are punished for being good, efficient workers with a good attitude. The Stans of the world learn that they can be rewarded by being bristly, prickly or defiant. Managers who'd just as soon not have to hear the excuses or experience the huffs and the roll of the eyes will go to Bob just to avoid dealing with Stan.

Fortunately for managers like Jane, the Bobs of the world often score high S on the DISC profile and high S individuals often choose to stay with the devil they know rather than risk the devil they don't. Unfortunately for managers like Jane, high S individuals don't often show their emotions in an outwardly demonstrative way, so Bob could be highly frustrated but simply doesn't show it. When Bob really does reach the end of his rope, Jane is usually caught totally off-guard and is dismayed that she lost Bob and is stuck with Stan.  

This is the dilemma facing conflict avoidant managers. By going to their Bobs over-and-over to avoid dealing with their Stans, the eventually end up with a department made up mostly of Stans. 

The source of the managers' dilemma is the manager focusing too much on him or herself. When Bob submits his resignation, no doubt Jane's first thought will be, "how could you do this to me?" It's this same thinking that got her into this situation to begin with - "I don't want to deal with Stan." 

Jane could avoid this by focusing more on her team than herself. "I have this important project with a quick deadline. Bob will do it, but I went to Bob last time. Stan will huff and puff to try to get out of it, but I'm not going to reward that behavior - it's Stan's project!"

Being willing to engage in difficult conversations and standing your ground to protect your "A" players is part of a manager's responsibility. It's why Jane was promoted. Avoiding conflict hurts both the team and the organization - and ultimately the manager, herself. Another question you might ask when facing this dilemma - "who would I rather have leave the organization - Bob or Stan?" If the answer is Stan, then why are you coddling his counterproductive work behaviors?

And who knows, if you refuse to reward Stan's resistance, he might get it - and morph into a new Bob.  Now you have two Bobs on your team.