I’m just Ken: Dealing with a good, but not great employee

Can you feel the Kenergy?

Feels so real, my Kenergy

Can you feel the Kenergy?

Feels so real, my Kenergy

I'm just Ken, anywhere else I'd be a ten

Do you have a “Ken” in your workplace?

Someone who is pretty good at their job, but probably isn’t cut out for a higher level management position, or that other exciting role, but thinks that they’re a “10” and are constantly unhappy? A Ken who is good at “beach” but not much else?

That Kenergy then becomes a bit of a sap of everyone’s energy because they’re always thinking they’re better than their boss/their coworkers/their team/the CEO/everyone else?

How can an employer deal with a Ken?

Firstly, what exactly is the issue? While it’s easy to say “they just haven’t got it” or “it’s a vibe” or “they’re not leadership material”, what is it exactly?

Are you able to articulate what exactly is just not cutting it?

Is it technical, financial or operational knowledge? Is this a skills gap or lack of experience? Or limited experience?

Is it the so called “soft skills” – teamwork, problem solving, communication, adaptability, critical thinking, time management, interpersonal skills?

(As an aside, there is nothing soft about these skills, they are the hardest to learn and excel at!)

Many employees start out as great technical experts or individual contributors but then they move into leadership roles.  The adjustment from “doing everything” to learning to delegate, communicate, lead and train a team is a big step.

Secondly, can this issue be addressed? Technical, financial or operational skills are easier to address – this can be addressed through formal training, short courses, on the job training, stretch roles, secondments, overseas assignments, and possibly mentoring and coaching.

What about those broader leadership skills? Some of these can be learned e.g. communication and public speaking skills or time management.  Can your organisation create opportunities for potential leaders to practice these skills e.g. working on a particular project, or presenting to the Executive team?

Other issues such as teamwork and interpersonal skills may require a combination of learning those skills, but may also require 360 degree feedback sessions, coaching and mentoring.  Again, how can this be developed?

Thirdly, has this clear, open feedback been given to your Ken? This is where many organisations have difficulty – everyone knows that Ken is not “cut out for it”, but Ken doesn’t realise it and hasn’t been told.  This feedback can be done through formal performance and development feedback conversations that ideally should be happening frequently, not just the token once a year conversation.  If your organisation has a culture where feedback is not frequently given, this can become a difficult conversation.  See our blog – We Don’t Talk about Bruno: Having Difficult Conversations.  What would happen if you have the difficult conversation? What would happen if you don’t have the difficult conversation?

I'm just Ken (and I'm enough)

And I'm great at doing stuff

So, hey, check me out, yeah, I'm just Ken

My name's Ken (and so am I)

Finally, sometimes it really is just a “fit” issue.  Ken is doing great.  And that might be enough.  But from a “fit” and leadership perspective, someone who likes to obtain all the detailed information and analyse it to the nth degree before making a decision may be an excellent analyst, but may not suit a fast paced, quick to market type of organisation as the CEO.

Doesn't seem to matter what I do

I'm always number two

No one knows how hard I tried, oh-oh

I have feelings that I can't explain

Drivin' me insane

All my life, been so polite

But I'll sleep alone tonight

'Cause I'm just Ken, anywhere else I'd be a ten

Is it my destiny to live and die a life of blonde fragility?

If you have a Ken and if you have gone through the questions and steps outlined in the blog, and the person is not willing or able to adapt, then perhaps it’s a “square peg in a round role” situation.  Either way, it’s better to have that conversation early, rather than to let things slide, and Ken becomes more and more frustrated and causes havoc in Barbieland (sorry, I mean your organisation).

Remotely Legal can assist employers and boards on all aspects of employment law, including advising on difficult people issues, reviewing policies and assisting with enterprise bargaining.  Remotely Legal can train your boards and management teams on how to deal with incidents and investigations.  Remotely Legal can also be your fully outsourced HR and people legal team.

RL Investigations, part of Remotely Legal, are a team of highly experienced and qualified lawyers and investigators, who can function as your independent, external investigation team providing fast, comprehensive and reliable investigation reports, workplace culture reviews and suggestions for organisational improvement. RL Investigations can also help your internal HR or investigation team to improve their investigations and assist decision makers in considering the right factors when making key decisions.

This blog is general advice only.  Please obtain legal advice in relation to your specific circumstances.  This blog was written by a human so please seek permission if you wish to copy any of it.