
- By Dr. John C. Maxwell
For some people, it's not "We're number one," but "I'm number
one!" I call this kind of a person "Grandstand George." After
months of work, the team is pushed into the shadows as he shoves
his way to the stage for "his" prize. He's a glory hound. He
benefits from the work of others and takes all the credit.
Grandstand George can cause more division within your team than
any other person. His aggressive behavior and demanding attitude
angers team members. If George is left unchecked, their attitude
becomes, "Why do all the work if George gets all the credit?"
George may be self-sufficient in his work and motivated to win,
but if he divides the team in the process, the success of the
organization will decline. As George's leader, you need to teach
him the benefits of working with a team and winning as a team.
Listen...
Talk to George one-on-one about his grandstanding. Give him
examples of team efforts that he took credit for. Ask him who he
respects within your organization and why. Ask him if he
realizes that teamwork works both ways - up and down the
organization. Show him that in order to do big things, people
need a team - even when they are at the top of the organization.
And share your own positive team experiences with him.
...Then Lead
1. Lead from power and strength. When you approach George, he
needs to be aware of your strength. Lead him with authority.
Otherwise, he will walk all over you. Let him know that you are
not impressed by images, rather the teamwork that produces
results.
2. Bring in a person he respects to help you. If George
mentioned that he respected another leader in your organization,
bring that person in to help mentor George. I have found within
my own organization that it is best to pair up a potential young
leader with an established leader they respect. This person can
speak with authority on issues such as grandstanding, and George
will be more likely to listen and learn.
3. Reward him for team play. Don't base George's salary or
other rewards on his individual efforts. If he's a producer, he
has already proven what he can do on his own. Base his rewards
on meeting team goals.
4. Ask him to do projects. By giving George a project, you will
be setting up boundaries for him. He needs boundaries. George
needs to be put in a team environment where he will be forced to
work with others, and win with others.
5. Know which issues are worth the battle. By meeting with
George you will start to understand his personality and
motivation. Pick your battles. It's better to have a driven
person on your team who needs grooming than a polished one with
no motivation. Discover what drives George and where he can
develop as a leader. Find out what areas from which you should
steer him clear. Don't force him to work in an area where he has
little interest or talent. And be sure to place him on a team in
an area where he has strong interests and visible rewards.
6. Once the issues are settled, never give in. Don't allow
George to go outside the boundaries you have set up for him. He
should not be able to go out on his own to do his own thing. He
must learn how to work with a team in order to see the benefits
of being rewarded as a team player.
Left unaddressed, George's grandstanding will affect your team's
morale. As the leader, you need to emphasize the importance of
the team to George. He is already motivated to win. Give him
the opportunity to win with a team, and he can become one of your
strongest leaders.







