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????親愛的安妮：我發(fā)現(xiàn),，您的欄目一直沒有提到過這個(gè)問題，但我想,，被這個(gè)問題困擾的人肯定不止我一個(gè),。大約六個(gè)月前，我得到了目前這份不錯(cuò)的新工作,，帶領(lǐng)一支由18名軟件開發(fā)人員和設(shè)計(jì)人員組成的團(tuán)隊(duì),。一切都很順利，除了一件煩心事,。在那些最具才華的下屬中,，有一位非常難相處，脾氣也讓人難以捉摸,。所有人都束手無策的時(shí)候,，他總能有絕妙的創(chuàng)意，提出一流的解決方案,。此外,，我們最受歡迎的兩款產(chǎn)品也都來自于他的創(chuàng)意。

????但是,，他從來不關(guān)心項(xiàng)目期限,，對(duì)別人的創(chuàng)意也總是不屑一顧。而且,，他經(jīng)常專注于自己的工作,，缺席了許多次會(huì)議，結(jié)果導(dǎo)致他經(jīng)常對(duì)公司的其他事情一無所知,。我想留住他（在八年時(shí)間里,，他已經(jīng)換過四次工作，而且我知道有其他公司對(duì)他覬覦已久）,，可他那種不受約束的行為對(duì)整個(gè)團(tuán)隊(duì)沒有好處,。我該如何讓他與團(tuán)隊(duì)其他成員融洽相處呢？——困惑的老板

????親愛的DB：聽起來,，你遇到的就是那種典型的,、桀驁不馴的高效能（或ＨＭＨＰ）員工。這是高管教練凱瑟琳?格雷厄姆?里維斯對(duì)該類員工的稱呼,。她說：“這類人通常是有遠(yuǎn)見,、有大局觀的思想者。他們是獨(dú)立生產(chǎn)者,，非常要強(qiáng),，但卻不關(guān)注過程,，只關(guān)注結(jié)果。一旦他們?cè)谀X海中勾勒出自己想要的結(jié)果,，他們就會(huì)義無反顧地努力實(shí)現(xiàn),，從不管這樣會(huì)給隊(duì)友們帶來什么樣的影響?！?/p>

????里維斯經(jīng)營(yíng)著一家職場(chǎng)輔導(dǎo)公司XBInsight,，主要業(yè)務(wù)便是為《財(cái)富》500強(qiáng)公司（Fortune 500）和美國(guó)國(guó)家橄欖球聯(lián)盟（National Football League，NFL）馴服那些桀驁不馴的高效能員工,。這家公司開發(fā)了一款專有工具,，用來評(píng)估員工（和管理者）的哪些行為需要改進(jìn)，如何改進(jìn),。此外,，里維斯還出版過的一本書——《如何駕馭桀驁不馴的員工》（High-Maintenance Employees: Why Your Best People Will Also Be Your Most Difficult…and What to Do About It），或許對(duì)你會(huì)有所幫助,。

????里維斯表示：“借助適當(dāng)?shù)墓芾?，這類員工的價(jià)值絕對(duì)不可估量。幸運(yùn)的是,，他們很容易接受指導(dǎo),。有一件事是此類人格類型所不能忍受的，那就是失控的感覺,。只要你讓這類員工意識(shí)到其行為導(dǎo)致了問題的出現(xiàn),，他們就會(huì)重新找回狀態(tài)?！本唧w應(yīng)該怎么做呢,？

????1.建立一致的流程與準(zhǔn)則。里維斯認(rèn)為：“如果沒有既定的流程,，恃才傲物員工就會(huì)自己創(chuàng)造一套流程,，”而這則會(huì)造成混亂。另外,，不能把流程的決定權(quán)交給這類員工,，就算他們可能會(huì)嘗試這么干。相反,，要將設(shè)計(jì)項(xiàng)目結(jié)構(gòu)和最終期限等任務(wù)交給“真正擅長(zhǎng),，并且更有條理、按部就班的團(tuán)隊(duì)成員”,。

????2. 向恃才傲物的員工分配他們可以自由支配的任務(wù),。這樣可以將這類員工超級(jí)自負(fù)的性格轉(zhuǎn)變成整個(gè)團(tuán)隊(duì)的優(yōu)勢(shì),。里維斯表示,，因?yàn)檫@類員工希望在工作中打上自己的烙印,，并且“他們通常都是技術(shù)達(dá)人”，所以,，每一個(gè)項(xiàng)目中,，凡是能夠讓他們發(fā)揮最大潛力的部分，都可以放手交給他們?nèi)珯?quán)負(fù)責(zé),。

????Dear Annie:?I've never seen this problem addressed in your column, but I can't be the only one struggling with it. About six months ago, I got this great new job leading a team of 18 software developers and designers, and everything's going great, with one exception. One of our most talented people is also the most difficult and unpredictable. He has terrific ideas and often comes up with elegant solutions to challenges that have other people tearing their hair out. He's also the brain behind two of our biggest hit products.

????However, he's not at all interested in project deadlines, he's dismissive of other people's ideas, and he's so absorbed in his own work that he misses a lot of meetings, so he's never quite up to speed with the details of what's going on. I want to keep him here (he's already changed jobs four times in eight years, and I know for a fact he gets other offers all the time), but his prima donna act is bad for the whole team. How can I get him to play well with others? —?Baffled Boss

????Dear Baffled:?Ah. Sounds like a textbook example of what executive coach Katherine Graham Leviss calls a high-maintenance high-performance (or HMHP) employee. "These people tend to be visionary, big-picture thinkers. They're independent producers, and they're very driven, but they're not process-oriented. They're focused on results," she says. "Once they have a mental image of the outcome they want, they go after it without regard to how what they're doing affects teammates."

????Leviss runs XBInsight, a coaching firm that specializes in taming HMHPs for?Fortune 500companies and the National Football League. The company has developed a proprietary tool for assessing where and how employees' (and managers') behavior can improve. Leviss also wrote a book you might want to check out called?High-Maintenance Employees: Why Your Best People Will Also Be Your Most Difficult…and What to Do About It.

????"HMHPs are tremendously valuable if properly managed," Leviss says. "And luckily, they're highly coachable. One thing this personality type can't stand is feeling out of control. So once you create an awareness of the problems an HMHP's behavior is causing, he or she is likely to feel a sense of urgency about getting back on top."

????How do you do that?

????1. Set up consistent processes and guidelines.?"If there's no process in place, HMHPs will create their own," says Leviss -- and that can lead to chaos. But don't let an HMHP determine what the process is going to be, even though he or she will probably try. Instead, assign designing the structure of a project, including deadlines, to "more methodical, step-by-step team members who are good at that."

????2. Assign them tasks they can "own."?This is largely a matter of turning an HMHP's outsized ego to your, and the rest of the team's, advantage. Since these are people who want to put their own stamp on their work -- and since "they're usually highly technically proficient," Leviss notes -- put them in charge of the part of each project where they can shine the brightest.

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