Paratrooper Managers

The recent trend has moved toward ‘parachuting’ successful managers into troubled zones as a quick, easy way to improve performance.  However, the analogy between combat and performance management doesn’t stop at ‘parachuting’. 

Missing in Action

The extraction of a high performing manager from their normal area of business on a special mission will be a motivating and rewarding factor for a short period of time. 

However, as they assist one platoon, their former colleagues may well become de-motivated with their figurehead missing in action; resulting in the performance of the home regiment starting to wane and suffer.

Fatigue

The “paratrooper” may start to fatigue.  We all like a challenge but prefer ‘stress’ in short bursts to ensure optimal personal performance.  Sustained exposure to such pressure will lead to battle fatigue and the leader will start to become disillusioned and disheartened.

Effect on Morale

The deployment of star troopers in someone else’s platoon is going to have a negative impact on morale – the standing leader will most likely resent the external interference.  This is the military equivalent to “boots on the ground”.

The receiving team may also be suspicious of the motives.  This will be worsened if there is a lack of a clear remit and boundaries, leaving mission creep a very real possibility.

Withdrawing the Special Forces

The last pitfall comes when the parachutist is extracted – if the remit has been to improve performance they’ve likely achieved this however unless they’ve ‘up-skilled’ the local commander, performance will nosedive when they leave.

Combat Strategy

Leaders and managers have 3 responsibilities:

·         Short term

·         Medium term

·         Long term

Parachuting high performing managers into low performing areas will have a positive impact in the short term.  

You need to think about is the medium and long term.  How do you make this short tour of duty productive and constructive?  This is where many recent military missions have hit hard times.

The first goal is to improve performance.  Clear objectives, goals and timescales will make sure both the “green beret” and the ground commander are aware of organisational expectations.  

Communicate

Make sure everyone in the ‘drop zone’ is aware of the mission through clear and open communication.  Involve them in discussions around performance and expectations and make sure they understand their role and remit in achieving these.

Create alliances and makes changes with them and not to them.

Coach and Mentor

No point sorting peripheral issues – get the root cause.  Use this time to coach / mentor the ground commander so they’re aware of what you’re doing or planning to do, why and what you expect to achieve as a result of it. 

Help them understand what works and why.  This will build sustainable, improved performance in the medium and long term.

Coaching and mentoring should be part of a much wider learning strategy which is properly designed; deployed and evaluated to ensure the objectives in relation to personnel are met as well as improving organisational performance.

Have an exit strategy

Be very clear on the timescales and stick to them.  If there’s no improvement in the agreed timescale, go to Plan B because Plan A clearly isn’t working.  Clear objectives and timescales will also avoid mission creep.

Use your crack team sparingly

These people likely have a full time role within your organisation already and will not appreciate being ‘dropped’ all over the organisation to sort out personnel and performance issues.

Remember this is your elite team, they also require regular training and skills updates; personal development and team bonding time with their own troops, so use them sparingly and only where other strategies have failed.

Debrief

Speak to everyone involved, capture feedback and learning points and incorporate these into future missions then bring the mission to a formal close.