Damon has a problem. His staffing company is four years old and growing like crazy. Bottom line profits have doubled year-over-year since he launched the firm and several members of his team have been with him from the very beginning. Sounds like a dream story so far, right? But as I said, Damon has a problem. A key member of his organization, Mason, has become increasingly disruptive. Mason is in a position of leadership and works tirelessly – the business would not be where it is today without him. Unfortunately, the way he treats others is unacceptable. His approach is command and control. He bullies. He yells. And he threatens. Other members of the team go out of their way to avoid dealing with this individual and everyone walks on eggshells when they are forced to interact with him.
Damon isn’t blind to the problem. He has counseled Mason on many occasions. The result is always the same – an apology and a promise to change. But change is either short-lived or never happens at all. Within days he’s back to his old ways. Damon has offered to pay for therapy but is met with a benign sort of resistance. Mason agrees that he will consider professional help but never follows through to begin receiving it.
Recently Damon began thinking about making a change and terminating Mason. He considered all the chaos and hurt feelings caused by this person. But he also recognized that Mason has some unique skills not to mention important client relationships. On the one hand Damon knows that Mason has already caused the departure of several team members over the past 18 months. Yet, he worries that letting Mason go might cause the loss of certain clients. And who would be able to step in and have the domain expertise to function as effectively as does Mason? Damon doesn’t know what to do and as the days and weeks go by, the problems with Mason persist. This is a classic case of The Frozen Hostage.
In effect, Damon is allowing himself to be held hostage by Mason. And he’s frozen into a do-nothing position. Does any of this sound familiar? Many of us undoubtedly have similar situations that exist in our own organizations. We want to try and make things work to everyone’s satisfaction. We all want our “Masons” to turn over a new leaf and start treating others with the respect they deserve – then everyone will be happy. Not one of us wants to take that deep breath and plunge into the icy waters of our “Mason’s” exit. We are convinced it will be messy and painful. So, we procrastinate. And our inaction causes more suffering within our organizations.
I will be the first to concede that dealing with an issue like this is not pleasant. We develop loyalties, especially where we know someone has busted their rear to help us build our business. But eventually we cannot tolerate the behavior any longer and realize that we need to put an end to the madness – especially if our “Mason” isn’t interested in truly modifying his behavior.
The path toward “thawing out” the Frozen Hostage is straightforward. We need a plan. It starts with determining whether we can abide our “Mason” until we find a replacement for him. In either case, we must identify the process for finding the replacement. The plan includes developing a clear understanding of Mason’s role and accountabilities and looking for vulnerabilities. Then we tackle the vulnerabilities including technical skills and processes, as well as internal and external relationships. What is the timetable for implementing this plan? What is going to be announced and when? Who is going to cover the different roles and accountabilities on an interim basis after Mason departs? If we are lucky enough to surreptitiously hire his replacement, how are we going to ensure that our new team member hits the ground running without stumbling?
When we are the Frozen Hostage, we aren’t inclined to create this plan of attack. We just keep hoping that things get better, and we don’t have to take drastic action . . . except it never seems to work out that way. By forcing ourselves into the planning mode we begin the thawing process.
As leaders, becoming a Frozen Hostage causes serious morale problems within our organizations. Knowing that we eventually must take an unpleasant action, a logical planning process for replacing a key team member can make the path a bit smoother.
This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.