The “Stanley” Syndrome

Posted on February 28, 2010 by Ronald T. Brown, Ph.D.

Any leader, not matter how good they are, usually deals with 3 types of employees or volunteers:
1) Committed (or Engaged) Employees.
2) Compliant (or Disengaged) Employees.
3) Non-Compliant (Or Actively Disengaged) Employees.

For example, if you are familiar with the TV show “The Office” – you see all three types of these employees present.  (The show is worth watching for a comic portrayal of many leadership topics.)  In The Office you have employee named “Dwight,” who is an example of a highly committed and engaged employee (though a little weird).  Jim is an example of a nice, yet compliant/disengaged employee. And Stanley is an example of an actively disengaged employee. 

- So how does a leader deal with these 3 types of employees or volunteers?  How should a leader deal with a “Dwight”, “Jim”, and a “Stanley?”

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First

; a Leader needs to understand the mindset of each type:
1) Committed (or Engaged) employees have a good understanding (and belief) about where the organization is headed – and know where they fit in to that vision and plan.
2) Compliant (or Disengaged) employees question, or are not sure if they believe, where the organization is headed – and are usually unclear where they fit into that vision.
3) Non-compliant (or Actively Disengaged) employees do not believe in the vision, nor do they want to fit into that vision.

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Second

, a Leader needs to find out which category each employee (or volunteer) is in.  You do this by:
1) Continuously clarifying and preaching the vision and purposes of your organization, business, or church.  Never stop defining reality and pointing to the future.
2) Take time to carefully observe your people and systems in action.
3) Actively listen and seek feedback regarding how the organization as a whole, and specific employees, are doing.  Use surveys, listening sessions, stay connected to the grape vine… to get first-hand knowledge.
4) Then with all this data you have collected, discern where each employee is at. 
5) Bring needed change and clarity (see below.)  Also, make sure you resource whatever changes you make!
6) Say Thank You to your employees who are adding value – and then start steps 1-5 again.

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Third

, a Leader needs to act Courageously by making specific decisions on how to deal with, or develop, each employee.
1) For Committed employees, a leader needs to promote, mentor, and resource their continued work and development.
2) For Compliant employees, a leader needs to co-create a plan (with the employee) to move them from a compliant – to a committed employee.  If they do not make progress, the leader needs to marginalize that employee or volunteer (or possibly even remove them) from the organizational culture.
3) For Non-Compliant (or actively disengaged) employees, using a short timetable, a leader needs to confront reality and co-create a proactive plan to move them toward engagement – and if no improvement is made, remove them from the organization.  Their negative weight to the culture and vision is too great a price to pay.