You must have already encountered Rwanda Email List some in your professional career. You know, the one who presents well, who speaks well but does not do much, even… nothing. Be careful, I am talking about the usurpation professional, not the employee in difficulty and whom we must help, of course. The usurper starts his career from an early age, we recognize him at school, the one who slips into the work groups that will work … for him, because he has no intention of cooperating. He won’t say it officially, his colleagues will have the opportunity to find out over time. He’s the one the students call the free rider , the one who gets on those who’ve worked hard. In his professional life,
he knows how to say what is expected, he tells stories well: we think we have a very good future collaborator, but we are dealing with a real actor . If he takes this step (which he manages to do quite well), he will deploy his method so as not to be unmasked, or rather as late as possible. For this, he will play seduction with his direction, his manager. He uses flattery and humor a lot to bond and develop affection between him and his superiors, which will make the decision to part with them more difficult. In terms of his work, he explains his method to you: he “needs time to have the fruits of his labor, 2 or 3 years normally, that should pay off”. Thus, he will always have a good reason for not getting the results you expect from him right away.
And For The Company?
When he is a manager, he will almost systematically cut you off from his team. Without contact with them, you no longer have sensors to identify weak signals , he will tell you what he wants, what he arranges. What is his goal? He is simply looking for a sponsor for a certain period of time, the longer the better, as long as he is not in danger. The company’s project, yours, that of others, he does not care! Only his interest counts, he wants to benefit from the advantages of the company . He knows he is only passing through, but will take all he can before being identified. He will first take the salary, but he will never give the equivalent: he will give himself time, even free time.
Often, he will have to travel, but not for the company, which will only have the costs. He’ll pull all the covers up to him. When he can take advantage of increases or internal promotions, he will not hesitate: as long as it works, he continues. He knows that he will be identified sooner or later, but that’s okay, he also knows that this experience enriches his CV and will offer him new opportunities. If he got caught too early, he won’t put it on his CV or LinkedIn profile: neither seen nor known, no one will see anything. People in meeting So how do you track it down? First, never leave the keys to the truck like that to a new recruit. As they say, trust does not exclude control .
What Consequence For The Teams?
Personally, I had the opportunity to recruit a profile that had made a very big impression on us, and quite naturally, the desire to leave carte blanche from the start. Fortunately, we were vigilant in spite of everything, it allowed us to spot a certain number of points which started to ignite some signals. So we started to track his actions and behavior more closely. We brought our management closer together, re-contacted the teams to validate certain intuitions . The difficulty is that he always has good reasons not to do what is expected of him. It distracts your attention from other topics. The only solution is to switch to a more directive operation. Clearly defined actions,
precise objectives, a defined deadline and regular points to monitor progress. Quickly, he will feel shod, will get angry, raise his voice, or explain that he does not work like that. That he needs to be trusted, etc. etc. In a way, that if he does not succeed or no longer, it is because of you, you are putting pressure on him. How to react ? Sometimes companies have the weakness of not reacting. After all, he’s not doing anything wrong (nothing visible) because he’s pretending. All the more so when it is a manager who recruited him, he does not want to discredit himself and explain to his management that he made a mistake. Error which, incidentally, is not seen to Premi first glance. Worse