What do you do when you are the Tedesco of your team?

It has everything of a classic drama or a contemporary TV series: Thibaut Courtois is an absolute star, at the very top of his sports and probably the best goalkeeper in the world. He is an essential piece of the #team puzzle and no talent of his calibre can be found anywhere near. He now leaves his team for one game and maybe forever. Because he is not happy with how things go. His coach, Domenico Tedesco, is in a hard place.

We are not going to take any position or judge what is going on inside the locker room of the Belgian Red Devils. However, anyone who ever has managed a team, is probably familiar with a situation like this.

• Do you know the expert who refuses to do a client meeting?
• Do you see that very competent member of your management team who can also be disrespectful to people?
• Or the account manager who has excellent sales figures but regularly threatens to leave if they don’t get the expected pay rise?

What do you do as a manager…? Let’s share some of our thoughts.?

1)???Address the situation and listen. Lay out the facts and in a neutral way, including the effect it has on you and others. And ask what is really happening? What are the needs that are not fulfilled with this person? Dig into it by asking tons of open questions. Do not take a position as long as the team member is in an emotional state. They will not hear you but will feel heard with your open questions. If no answers come because of the overwhelming opinions, postpone the conversation.

2)???Be specific on the importance of your team and its values. What is the value of the team and what kind of behaviour do you expect? How much do you believe in the team and the team loyalty? What can you tolerate and what not? How does this unwanted behaviour reflect on your team, e.g. what is the effect on the other team members and what will they do in the future? What is a potential reaction, or even sanction?

3)???Determine and share the room for negotiation that you have. Project the consequences of the options you have. Ask them to do the same. Only when a cooling down period has opened the minds…

4)???Be clear on the common ground of this team member and the team. What are the shared goals and objectives? What about the mutual dependence?

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We recommend the authentic truth, even when it is hurtful. It is a standard that allows to deal with the real needs of everyone. That is what makes a real team work.

However, what can hold us back as a manager is dependency on this team member, because they are exceptional, unique, not to be missed. But are you sure? Are you dependent or do you and the organization feel dependent on this person?

Therefore as an HR professional we recommend:

• Succession planning for critical positions: who can grow on a short term to an acceptable level in that position?
• Scouting: who can be identified on the external market to replace this person? Even if you are not in the position of wanting to replace this key team member, you will feel and manage better if you know your options.

At least you will know if you really are dependent. But what if not? Doesn’t that give you much more comfort to act as a manager? And if you're dependent what is your plan for your business continuity?

Mostly, however the benefit is that your team remains a team if you act consistently on expected behaviour. Or do you have a good view on the cost of unexpected behaviour or inconsistent team management?

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