Help Newly Added High Performers Past Multiple Barriers

 

Readers of this blog have learned previously that there is difficulty bringing in high performers  from other organizations into an organization and having them repeat their successes. Now there is a new analysis with more explanation of why this happens, giving a better picture of what you need to do to get the performance you expect.

Harvard's Boris Groysberg looked at one of the most expensive talent hunts in the history of baseball. It ended with not a glowing success, but an epic failure just this year. One example  of "star quality" not being portable: A veteran pitcher was acquired but his performance was "lackluster." Groysberg had seen the phenomenon before in investment banking. The baseball case study, though, showed that an entirely new team of superstars can be put together and eventually "flameout."

What is going on here? According to Groysberg's analysis, there are several key factors:  organizational culture, networking opportunities and general team dynamic.

To manage to these key success factors so that you do not bring in  a high performer and fail to get the expected performance in your project:

• Ensure the high performer gets a complete and accurate description of your corporate culture. Let the performer speak to multiple peers to get additional information. Make sure these representatives are forthcoming and do not try to cover the warts. The high performer should easily distinguish between his or her previous corporate culture and the new culture in your project.
• Coordinate networking opportunities  to obtain the above explanations, but also to simply be friends, colleagues, sounding boards and mentors.
• Improve the team dynamic by formally integrating the new team member. Play up the positives of all team members and let them get to know one another without distractions of work. A new team member means a new team, so handle it as such.

These success factors can be managed in your onboarding program and the process will take time, but it will be worth it, if you can get the high performer to the level desired.

Here's a problem, though: how many projects allow the time necessary to properly integrate a high performer? Or any new worker for that matter? What is your experience?