In an article recently written by Forté Senior Performance Consultant Dr. Vince Racioppo, whose practice, Center for Expert Performance, is based in the Chicago area, he tells the story of Zach, “a young man of tremendous programming talent,” whose arrival to the team as a new hire was met with “tremendous excitement” by the VP of operations.
Zach exceeded expectations, correcting problems others had created. His code was bulletproof, easily understood and maintained. He would be promoted to lead a small development team.
Nevertheless, as Dr. Racioppo reported, the honeymoon was about to be over.
Zach would soon show very strong feelings about how the development process should work, which were frequently at odds with the company standards. He would become argumentative, often taking the approach that it was his way or the highway.
His boss would let a lot of things slide because of the high-quality code he was producing. Then, one of Zach’s valued team members quit “supposedly to pursue better alternatives,” yet the truth was he no longer wanted to work for Zach.
Only after missed deadlines that cost the company $200,000 did the VP realize she had made a bad choice in Zach. After that, he was terminated.
According to research done by Leadership IQ’s Mark Murphy, www.leadershipiq.com who followed 20,000 new hires,
46 percent of new hires failed within 18 months. They were fired, received poor performance reviews, were written up or left to find other employment.
Murphy reports that this statistic exists from poor fit, not a lack of technical expertise.
Some reasons he cites are:
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