Managing Smart People, Managing Quiet People (post session recap)
One of the objectives of the Mental Model Dōjō community sessions is to create space for people to discuss hard-to-put-a-finger-on subjects and taboo topics.
How to manage disengaged team members is a regular topic in my executive coaching sessions. On further enquiry, I see they fall into two categories. On one end of the spectrum are the “quiet” people; i.e. people who leaders perceive as passive and instruction waiting. On the other end of the spectrum are the “smart” people; i.e. people who leaders perceive as holding high esteem of their abilities and sometimes causing complications in teamwork, including withholding and closed behavior.
There’s something uncomfortable about labeling people as “quiet” and “smart”; maybe it’s the impression of passing judgement and the risk of stereo typing. Nonetheless there’s a pattern here, so for the many leaders and coaches tackling the topic, let’s dive in and take a look.
Typically, what is troubling behavior of the other is troubling to us, and not to the other. In their mind they are doing the right thing, however irrational and crazy it might seem from our perspective.
