Bad key actors are Good Performers

A successful leader told me: "The biggest challenge I had in my career dealing with bad actors. Brent Are you tips on how to do that?"

First, before we can deal with "bad actors", we need the term bad actors. You already have a general idea of what the term means. You know, I am not on stage and screen actors, but these bodies must be addressed in the performance of your problems. A bad actor is a person who is not part of the solution, but it is a part of the problem. Each supervisor must deal with bad actors now and then.

View from the perspective of the 20/40/20 rule. If you have to fulfill a specific task, about 20 percent of people will be your cause leaders ARDENT, like about 40 percent of the plot and about 20 percent are not - or at least not want to do - what is needed. This can be 20 percent said bad actors.

It is a bad actor can mean different things to different people. From your point of view bad actors may mean that people who are resistant (or even sabotage) drive to achieve results.

On the other hand, their colleagues may not be as bad, but the actors as workers who are always at unrealistically high demands of your leadership.

Moreover, the "bad actors" can see their actions as heroic, and therefore does not apply to a label on myself. In fact, the majority of bad players, I do not think they bad actors. Your labels can invite them to that you have a bad actor.

All this begs the question, why use the term at all? My answer: no. Words such as "bad actors" or "bad characters" may prove to be self-prophecy. At least the people to whom you are labeling your potential return in the worst case can even be happy and proud and aware of the law.

Instead of calling the "bad actors", "bad characters", etc. I suggest that they are "non-yets." They are still on your side. This designation avoids emotional value judgments, and helps to open communication in your relationship with them.

However, no error, you must do something, the ne-yets. Ne-yets can be innovative, motivating leaders - to you. Most of the company, they need to make sure their views that others for them.

There are three things you can do in the treatment of non-yets.
A. accepts what they are.
B. them to change.
C. get rid of them. There is no fourth option.
For example, in the hypothetical case those options A & C are unacceptable. There B: You have to convince them to change.

Understand that there is a continuum of persuasion: just neutralizing them (with them to refrain from searching for the cause of their own leaders against each other), that these leopards change spots and really your cause leaders.

This situation can lead to big things happen in your organization when you convince non-yet leaders to choose their case; you not only have the effect of the leaders, but have also helped to fence-sitter to cause leaders themselves.
Here is a process to deal with non-yets.

(1) Determine what each of the three groups in the classification of 20/60/20. You decide which group of people you think are in that determines whether or not they are prepared to your cause leaders.

(2) Research on specific individuals to act in each group, as defined by the factors: that is, in this case, if your cause leaders.

(3) Describe a dynamic situation where people tend to at the moment.

(4) Department of rewards for positive moments between groups and sanctions for negative movements. Maybe you want to reward the fence-sitter become cause leaders. And you want to punish the fence-sitter, starting towards the non-group yet.

(Make sure that the fence-sitter to be distinguished from non-yets. Fence Sitters are not their thoughts on whether it should lead to leaders. Yets-Not, at least for now, categorically denies the cause of the leaders.)

(5) Isolate not yets. Leaving the non-yets only encourage their ways. So make sure that non-yets to pay the price of your choice. If you feel you are spending an excessive amount of time and resources, it seeks to achieve this, to join your cause, it is isolated. Recognizing that the art of isolating them. Trying to isolate them fast or hard May harden their attitudes against you, and can rally others to their side.

You can isolate them in three ways: (a) to sanctions - to ensure that penalties are fair, and equally important, are considered to be fair others. (B) The recognition - to ensure that others are known as non-yets. (C) The rising tide "- Make sure you celebrate successes and capitalize on these results to draw in more cause leaders to create a growing stream that can not contribute, even co-yets.

(6) The measures and their progress and their.

This process is not linear but a circle, more spirals. Keep it works.

Each leader is made with bad actors. Make sure you use the label and then use this process to neutralize their destructive influence, and even your business. Who knows? You can underperform in major exporters.