Industry Expert Reveals March 4, 2024 Selim Maalouf 3 min read
It's been three weeks since our business world was turned on its head. Work has not stopped but has shifted into a remote form. Managers have somewhat accepted this new reality, where their vice grip has been loosened. But an important thing has come to light, something that has been highlighted to me in the comments on my post at the start of this whole pandemic:
"Select the right people and watch them do greatness."
Great statement by a provably great engineer. But today, more than ever, the true colors of people at your organization are starting to show.
Self-consciousness of an impostor
Not all impostors have malicious intent. As a matter of fact, malicious impostors are temporary, albeit devastating, threats. They come in, steal your company secrets and run out your front door. It will hurt your business, but just like a stab wound, unless you die in a pool of your own blood, you will most likely bounce back.
In 1999, two cognitive psychologists conducted a study to prove what most of us knew from the start. The Dunning-Kruger effect is a cognitive bias in which people assess their cognitive ability as greater than it is. It comes from the inability of people to recognize their lack of ability. Without the self-awareness of metacognition, people cannot objectively evaluate their competence or incompetence.
In simpler terms, idiots believe they are kings of the world.
Trusting impostors hurts your best performers
Charisma and confidence are a deadly combo. They can help you oversell anything. And when you are a manager eager to hit deadlines and deliver results, it is very easy to fall prey to impostors overselling you on their abilities.
And when deadlines falter and results fail to impress, we tend to fall back to tried and true methods. Or more appropriately, tried and trusted employees.
Your best performers have always had your back. They have always delivered under pressure and through tight deadlines. But at some point, the constant crunch is going to raise some eyebrows. Your managing skills are going to be put in question, and sooner or later the truth will be obvious to everyone.
Everyone except You...
Fool me once, shame on management
Not every manager is a perfect judge of character. But every manager should be a good judge of technical ability. Once results are not up to par, adequate coaching has been given and that seemingly perfect image that was sold during recruitment has long been shattered, it is time to cut your losses.
There are many reasons that are parroted around management circles why firing bad employees is not the best solution. For every humanitarian reason to keep bad performers you might throw at me, I will swat a business reason why they should be fired right back at you. You usually don't treat your employees like humans anyway, why start now?
Holding onto bad performers is hurting your bottom line, destroying your company culture, and most importantly, driving away your best performers.
Choose now before you lose your choice
Great performers tend to be ambitious. Whenever they find themselves crunched and mistreated, they spring for the door. While the main reason for employee churn might be bad bosses, punishing your best performers for the shortcomings of the bad ones is a close second.
Some might feel it is a bit pretentious for me to claim that I am a great performer. I would argue that some of those I criticize truly believe I am an impostor. Those who have had the honor to meet me, know that I have never oversold any of my abilities.
I have however oversold my humor. It is mostly a barometer of my mental state. When I stop being funny, I am either doing great or doing really bad.
But which one is it? Give your best guess in the comments...
