{"id":532,"date":"2010-12-08T14:33:20","date_gmt":"2010-12-08T20:33:20","guid":{"rendered":"http:\/\/www.abonarconsultants.com\/blog\/?p=532"},"modified":"2010-12-08T14:33:20","modified_gmt":"2010-12-08T20:33:20","slug":"when-to-can-your-superstar","status":"publish","type":"post","link":"https:\/\/www.abonarconsultants.com\/blog\/2010\/12\/08\/when-to-can-your-superstar\/","title":{"rendered":"When to Can Your Superstar"},"content":{"rendered":"

I\u2019ve seen many cases of this troubling problem. You have an employee that is excellent at his or her job, but is a nightmare to deal with. It\u2019s easy to feel trapped by this situation. On one hand, you need your star for his high performance. On the other, his diva attitude is raising hell with the rest of your team. How do you solve this?<\/p>\n

The first approach is to assess how much of a star your star is. A lot of the time, reputations are made on self-promotion or power hoarding. If your star doesn\u2019t share information or takes credit for group achievements, you have a pretty easy decision to make. He cleans up his act or is gone.<\/p>\n

Even if your star is as valuable as he claims, nobody is irreplaceable. As a manager, you must tell the star that if he values his position and status, he needs to conform to your code of conduct. This can\u2019t be an idle threat. You must hold the star accountable or this tactic backfires. In addition, you must have the support of upper management or your own job could be at risk.
\nIf you follow this strategy, you will get one of two results. The first is the most preferable: your star maintains his high performance and works well with the team. This usually doesn\u2019t happen. The more likely result is an ugly dispute resulting in the exit of your star. This is still better than doing nothing. You will find that the rest of your team:<\/p>\n