Ignorance, Arrogance, Indifference – or Inability?
Whenever a team member isn’t functioning as well as they could, I want to understand why.
Over the years, I’ve found the problem usually falls into one of four categories –
Ignorance. Arrogance. Indifference. Or Inability.
And knowing which one you’re dealing with matters, because each requires a different response from the leader.
Ignorance
Sometimes people simply don’t know.
They don’t know what is expected of them. Training – or onboarding hasn’t been adequate. Or perhaps they don’t realize how they are coming across to others.
This is often the easiest problem to address.
Teach them. Coach them. Clarify expectations. Give honest feedback.
You shouldn’t punish someone for something they were never taught. (Or where your systems let them down.)
Arrogance
This is different.
Arrogance says, I know, but I think my way is better.
They may believe the rules don’t apply to them. Some resist feedback because they assume they already have the answers. Sometimes success has convinced them they are more valuable to the organization than they really are.
Arrogance requires confrontation.
Still not harshness (we are to remain people of grace), but with truth.
Healthy teams can’t allow one person’s ego to become more important than the mission.
Indifference
Indifference says, I know what needs to be done and I’m capable of doing it. But I just don’t care enough anymore.
Sometimes the person has mentally checked out long before they physically leave.
You can usually see it in their attitude, effort, responsiveness, or willingness to go the extra mile.
This requires a conversation about engagement.
Is something happening personally? Have they lost confidence in the organization? Are they burned out? Or have they simply decided they no longer want to be part of what the team is trying to accomplish?
You need to know.
Inability
This one is sometimes the hardest for leaders to admit.
The person may care deeply. They may have a wonderful attitude and may understand exactly what is expected.
They just can’t consistently do what the role requires.
Maybe the organization has grown beyond their capacity. Perhaps the position has changed. Maybe we put a good person in the wrong seat.
More training might help, but sometimes it won’t.
Inability requires leaders to evaluate fit.
And keeping someone in a role where they cannot succeed isn’t kindness – to them or to the team.
Diagnose Before You Respond
One of the mistakes leaders make is treating every performance problem the same.
But you don’t solve ignorance with confrontation.
Arrogance isn’t solved with more training.
You don’t solve indifference by lowering expectations.
And you don’t solve inability simply by telling someone to try harder.
Before deciding what to do about an underperforming team member, determine what you’re actually dealing with.
- Ignorance needs instruction.
- Arrogance needs correction.
- Indifference needs engagement.
- Inability needs evaluation.
Good leadership starts with the right diagnosis.
