Personnel Behavior on Staff Performance – Case Study at Tightrope Walking


This is Harry's story. Harry was weird. He treated his people very individualistly. It would have been easy for Harry to overload his performance.

Basic Concepts

Dr Tom Gilbert explains this. "Behavior is what you are wearing: performance is what you leave". We recognize that Michael Jordan is one of the best in basketball, as he has achieved court results. None of us met William Shakespeare. He was a helluva dramatist. Both men left "outstanding performance".

Confusion in the Workplace

Finding the Jordan or Shakespeare job well enough. But we find people who seem to be "difficult" or "outspoken" or "non-cooperative" or simply "other". Sometimes these strange behaviors affect our performance. Harry's case study illustrated the point.

Reputation v. Results: Harry's Case

was Harry's Section Leader. About 15 women worked for her. He called his "daughter". He was a great hard task master. They seemed to be "bald", "outspoken" and "difficult". And all of these. So, the CEO asked me to "advise him" about the style of management.

Reputation v. Results

I knew Harry's reputation. But when I checked the results, I found that they were rather prominent. Sometimes her "daughters" complained of people's management methods. Strangely, the same "girls" always responded well to their demands. His section regularly broke his own production records.

Other "Interesting Behaviors"

Harry struggled ferociously for his "daughters." If he felt any of them were disappointed, then Harry "jailed" them revenge. Then I realized that Harry's "daughters" enjoyed special privileges in terms of precision, freedom and general working conditions that were not covered by company guidelines. Your colleagues cover each other as needed. They did not work with production deadlines. "Unsatisfied" time. And Harry never bothered to report these "policies and procedures".

Harry's Test

We decided to try and test the courage of Harry and his daughters. We have set up a production target that our quality experts simply failed to achieve. They told us, "The equipment can not handle this production rate." They were so confident that they "knew best" had a significant incentive for Harry and his "daughters" if they were successful.

Silly Us!

Of course, Harry and her daughters defeated the record … easily. They got a bonus. We only discovered that, following the advice of Harry's crew, he had modified his equipment to achieve higher results than the manufacturers had. quiet chatting with Harry. We have introduced some formal rewards and incentives for folk achievement. This allowed Harry to abolish "special privileges". And we gave Harry some formal structures he could use to better represent his daughters. must be guided.

What to Do Now

Do you have Harryed at your job? Do you have a clearly defined method of measuring staff performance? Are you too aware of silence about behavioral behavior and allow such perceptions to overcome the realities of performance?


Harry was a "one-off". But it was surprisingly effective. He always put the needs of his staff above his own. It has built great cohesion in the team. And every employee understands the importance of achieving results. What else can we ask? Yet in many organizations "unusual" behaviors have flooded their results. He has "left".