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When your star performer can't manage.

G Adler1

  • 1International Institute for Management Development, Lausanne, Switzerland.

Harvard Business Review
|June 6, 1997
PubMed
Summary
This summary is machine-generated.

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This case study explores managing a brilliant but difficult product development leader. Four experts offer strategies to retain talent and maintain sales growth.

Area of Science:

  • Business Management
  • Organizational Psychology
  • Product Development

Background:

  • A sporting goods company experiences sustained sales growth.
  • The product development department faces internal conflict due to a key individual.
  • The CEO is concerned about retaining talent and maintaining innovation.

Purpose of the Study:

  • To analyze the challenges of managing a high-performing yet disruptive employee.
  • To provide strategies for balancing individual genius with team cohesion.
  • To offer solutions for maintaining product development success and sales growth.

Main Methods:

  • Fictional case study analysis.
  • Expert commentary and strategic recommendations.
  • Exploration of leadership and team dynamics.

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Main Results:

  • The case highlights the tension between individual contribution and team morale.
  • Potential strategies involve coaching, conflict resolution, and revised team structures.
  • The study emphasizes the CEO's dilemma in managing a critical but problematic employee.

Conclusions:

  • Effective management requires addressing personality conflicts to foster a collaborative environment.
  • Retaining key talent necessitates strategies that support both innovation and team well-being.
  • Balancing individual performance with group dynamics is crucial for sustained business success.