Bring out the best in your high flying junior staff

This post came out from Mypaper (28 April 2015)
Title - Bring out the best in your high flying junior staff

Some pointers that I've got are:
1. Managing the diva talent
2. Managing the wallpaper talent
3. Managing the taxing talent

On Managing the diva talent

• The diva talent thinks that he is a class above the rest, including his boss. He makes it a point to ensure everyone acknowledges him as the 'smartest' in the room. Speaks arrogantly, constantly tries to prove others wrong and highlights how much he has done and how great he is
• The attitude of the diva talent may leave a bad impression in the department and may come to a point when it needs to be addressed. Avoid this by having a personal chat with the talent, establish your role and authority in a non threatening way. Gain his respect by showing that you are not intimidated by him and at the same time, you do not think any lesser or him
• Make it clear from the beginning that you do not tolerate bad or counter-productive attitudes in your team. If the diva's attitude starts affecting the team, sit him down and speak to him in a firm, yet non condescending manner. Announce his achievements privately or publicly, and appreciate him without putting the person on a pedestal

On Managing the wallpaper talent

• To avoid being judged negatively, the wallpaper talent tries really hard to fit in and hopes to go about his work without being in the limelight, hoping that he can quietly impress his boss without rocking the boat with his colleagues. He befriends his colleagues and speaks their lingo, maintains status quo without taking on large projects and not outshine others. Unfortunately, this can suppress his drive for excellence
• Be clear and specific in your expectations are of him and schedule periodic reviews and make yourself available for additional guidance if required. Praise him in front of the team and put a spotlight on him in a positive manner

On  Managing the taxing talent

• Demands your attention at all times and does only enough to obtain the required performance rating
• Have a one to one chat with him, more of a friend instead of a boss and main objective is to find out why he is not motivated. Some possible reasons are (i) feels that his time and effort are not rewarded enough (ii) His job is getting boring, there's no more challenge to it, (iii) a mismatch of job or industry
• In response to this, you have a few options to manage this talent: (i) explain how rewards are justified in your company. Set goals, and explain what exactly is expected of him if he wants to gain a certain reward, (ii) challenge him to initiate a project that interests him and reward him for it, (iii) if there's a mismatch, be ready to allow him to move on to the next job. 

Yours, 

Something Small Thinking Big