BNET Crash Course

How to Manage Overachievers

by Laurie Sullivan

Tags: Job, Team, Employee, Idea, Overachiever, Bit9, Team Management, Recruitment & Selection, Management, Human Resources, Workforce Management, Laurie Sullivan, Crash Course

Overachievers have the drive, determination, passion, and energy needed to move huge projects forward. But they’re not like other employees. You need to lead them differently if you want to take advantage of all they have to offer. You also need to watch out for characteristic quirks that can undermine their success: They sometimes set unrealistic expectations, work insane hours, and take risks to succeed at any cost. Without some savvy supervision, many can lose perspective and become obsessed, dysfunctional, and ultimately unable to perform.

In order to manage overachievers well, you need to understand their personality type and build a relationship on trust, so they know you have their best interest in mind. Here we’ll show you how to curb the destructive tendencies that can disrupt a star performer’s productivity and develop positive management skills to keep them — and you — happy.

Things you will need:

  • None. You can’t put a price on a well-managed relationship.
  • Keeping a super-achiever on track demands constant communication. Schedule an hour or two per week for pep talks, dealing with obstacles, and discussing personal goals.
  • Interpersonal Skills: You’ll need fundamental skills like listening, observing, and communicating to understand overachievers and the objectives they value most.
  • Mentoring Program: Develop a mentoring program such as IBM’s (see “The Nitty Gritty,” below) to guide overachievers — and to let them provide insight and information to other employees.
  • Patience: Overachievers demand a lot from their managers, but if you give them the time and attention they need, they can accomplish twice as much as other employees.
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Identify the Overachiever

Goal: Recognize overachievers on your team and during job interviews.

The most important part of managing overachievers is recognizing them early — as early as the job interview. An overachiever’s work and personal history will no doubt show that they take the initiative to get things done — as will glowing reports from their references. Don’t ask overly personal questions, but do pose questions like, “What did you do in college aside from academics?” If the candidate responds, “I put myself through school running my own window-washing company, and I was also president of my fraternity,” you’re probably talking to an overachiever.

Think you already have an overachiever on your team? Look for some telltale signs:

Takes on tasks without being told or goes beyond the boundaries of their job description to solve problems

Prefers not to work in teams or take the time to follow basic processes and job functions

Becomes overly concerned with accomplishing tasks, no matter which job function you plug them into

“Overachievers typically forget to communicate vital information, often take shortcuts, and leave the details to someone else,” says Douglas May, vice president of worldwide sales at security software firm Bit9. “They may not tell you the entire story right away to keep you from thinking they’ve set expectations too high.” May says an overachiever on his team could be in the final stages of negotiating a million-dollar deal, but May wouldn’t know about it until the deal has closed.

Essential Ingredients

Four Ways to Spot an Overachiever

We asked top managers how they know when they’re dealing with an overachiever. Here’s what they said:

1. Drive “Overachievers don’t always understand the reasons for their success and often question the outcome, so they push harder. They easily lose patience with those who don’t push as hard. Many have difficulties interacting socially.” — Frank Tallman, director and C-level executive coach at Professional Development Consulting

2. High Expectations “During the job interview, ask questions like, ‘How did you put yourself through college?’ to identify self-starters and independence. Most have extremely high expectations of themselves and others around them.” — Toby Tobin, vice president of sales operations for the Mountain West region at Xerox

3. Impatience “Most overachievers are impatient when asked to explain the same thing more than once. They don’t understand why people can’t see the big picture as they do.” — Christopher Coppola, director at independent movie studio Ears XXI

4. Good Judgment “Many have sharp problem-solving skills, foresight, good acumen, and the ability to blend into the company’s culture.” — Ken Elefant, founding partner of venture capital firm Opus Capital

Understand the Personality Type

Goal: Learn what motivates overachievers in order to get the best out of them.

For overachievers, completing tasks above and beyond expectations provides the same physical and mental high as a drug. But the sensation gets harder to come by as time wears on, so don’t expect them to get comfortable and remain in their current position for more than two to three years. Most appreciate your mentoring but get bored quickly and move on to the next challenge.

Don’t just give overachievers pats on the back and expect gratitude in return. Because they tend to be spontaneous and have little patience for protocol, overachievers demand more of your time than others. For example, they may want to bounce around new ideas at a moment’s notice. Stephen Kern, director of decision support systems in Pfizer’s global manufacturing division, likes working with overachievers, but admits they can spend too much time on a project and not get things done. “There’s an upside to having overachievers on your team,” Kern says, “but it can take a lot of energy to focus them because they’re continually looking to accomplish things beyond the obvious tasks.”

Overachievers can often appear scattered and unable to focus, but that might merely signal that they’re focused too intently on one task. And since they hate to be wrong, they don’t always respond well to criticism. William Quigley, managing director of Clearstone Venture Partners, finds this problem among CEOs and company founders. As a board member for several companies, Quigley says he spends much of his time asking overachieving chief executives probing questions. “I don’t find it useful to tell them about a problem in their supply chain and give them a solution,” he says. “Instead I ask them overarching questions about their priorities: Do you feel resource constrained? What areas could you use more help with?”

Checklist

Related Books

“What Got You Here Won’t Get You There: How Successful People Become Even More Successful” by Marshall Goldsmith and Mark Reiter (Hyperion, 2007)

“A Whole New Mind: Why Right-Brainers Will Rule the Future” by Daniel Pink (Riverhead Books, 2006)

“Primal Leadership: Learning to Lead with Emotional Intelligence” by Daniel Goleman, Richard E. Boyatzis, and Annie McKee (Harvard Business School Press, 2004)

Lead by Inspiring, Not by Commanding

Goal: Give top performers the flexible environment they need.

Overachievers don’t like to be told what to do. Managers get the best results from them if they involve them in decisions and planning whenever possible. If there’s a problem with their work, rather than telling them how to fix it, ask them what they think the solution should be. Here are a few strategies for hands-off management:

Provide emotional coaching. Praise them for work well done. Though they pretend to ignore the pat on the back, overachievers know their worth and won’t respect you if you don’t acknowledge their contributions. They sometimes get bogged down in details and need a manager to inspire, motivate, set goals, and provide direction. They also need someone to provide occasional reality checks. Bit9’s May says he provides emotional coaching to his sales staff by continually reinforcing positive attitudes. “I have to tell them, ‘No, I’m not going to fire you for only selling 100 percent of your monthly quota rather than 150 percent,’” he says.

Remove obstacles. Perceived or real barriers could prompt overachievers to quit. Leverage your employees’ status to cut through red tape and pave the way for success. Most executives know their company’s top performers — from professional services to sales and marketing. Use that to your advantage to make business processes easier for those who meet specific quotas. For example, you might allow an IT professional with a proven track record to gain approval on specific code development more quickly. Both Xerox and IBM bypass red tape to make it easier for top performers to fast-track their projects.

Follow through with commitments. Overachievers are not easily fooled — and they’re quick to recognize insincerity. Keep your word with them. You’ll earn their trust and respect. “Your loyalty toward them will also emphasize good work ethics, such as, ‘Don’t strive for achievement and run people over in the process,’” says psychologist and executive coach Robert Pasick.

Tap into their creativity. To keep overachievers from getting bored, managers need to create an atmosphere in which the employees can explore their own ideas. Google, for instance, allows employees to spend 20 percent of their time each week on pet projects — which may or may not turn out to be profitable for the company. “As a manager, you need to keep an open mind,” says Don Kosak, chief technology officer at search engine Lycos. “Remain receptive to new ideas because many times your overachievers will take problems and come up with solutions you never anticipated.”

Hot Tip

Star Power

One way to keep overachievers happy is to determine their long-term goals, figure out ways to tie those into current assignments, and find projects that make them shine. During weekly team meetings, Pfizer’s Kern keeps staffers focused and interested in tasks at hand by associating the current project with their long-term career goals. Kern also holds periodic “folder reviews” with individuals who overachieve, using the time to coach the overachiever and talk about his or her career goals.

Overachievers continually look for their next promotion, Kern says. “They can handle the promotion, but I need to make sure they’re working on projects that highlight their capabilities,” he says. “Overachievers need to shine — otherwise they won’t stay.”

Make It Safe to Fail

Goal: Let overachievers know that failure isn’t the end of the world.

Overachievers love taking risks — and often reach for unrealistic goals. Given their mindset, they hate to fail. But many do, simply because they’ve set their sights too high. Any setback can make them feel inferior. Intelligent managers should help employees accept failure, not punish people for it. Here are a few ways to help reinforce this message:

Recognize learning experiences. IBM uses mentoring programs to teach overachievers the value of failure and how to learn from mistakes. Elizabeth Smith, general manager of IBM Global Technology Services, says this training served her well when a program she designed failed to achieve positive results in Asia. In the past she might have tossed out her hard work in frustration, but thanks to IBM’s supportive environment, she was able to make a few minor modifications and successfully launch the program in the United States.

Build on their wealth of ideas. Never tell an overachiever (or anyone else, for that matter) that their ideas are bad or unrealistic. Overachievers are especially sensitive to criticism, and one harsh remark could shut down their creativity for good. Besides, many times “bad” ideas tossed around during planning or brainstorming sessions lead to successful projects. Salvation Army CIO Clarence White specifically hired two overachievers because they thought in different ways. The first one often came up with quixotic ideas that the second one turned into brilliant initiatives.

Reinforce confidence. When overachievers do fail, their confidence will take a beating. Remind them of their strengths and get them back in the saddle. Quigley of Clearstone funded a Web portal in 1998 that allowed companies to search for online advertising space in target markets. By late 2000 the company had shut down because the Internet ad market took a dive. Quigley helped place the CEO into another company. His assistance reinforced the CEO’s confidence in his own ability and allowed him to successfully lead a new company.

Danger! Danger! Danger!

Beware of Burnout

Overachievers are at high risk for burnout. It’s easy for them to lose track of time when working — a state of mind some call “the flow.” It’s like a dream state for the worker wholly absorbed in a task, but it can become a nightmare for everyone when it turns into 12-hour work days. “Remind them it’s 8 p.m., they began work 12 hours earlier, and they accomplished a lot,” Kosak of Lycos says. “Tell them to wrap it up and finish the task at hand tomorrow.” If they don’t leave, you may need to lay out ground rules and invoke company policy, which usually limits the amount of time employees can spend in the building.

Turn Overachievers into Team Players

Goal: Help overachievers fit into the team and contribute.

Overachievers typically prefer to work alone to prevent getting bogged down (and sometimes to keep the kudos for themselves). Other employees also may prefer it that way if the overachiever is hypercritical or impatient. But there are times when collaborating is essential. Here are a few strategies for bridging the divide:

Teach overachievers to listen and share problem solving. “Overachievers tend to be aloof,” says Roger Matus, co-founder and CEO of InBoxer. “When you don’t know them, they could appear threatening at first.” Matus recommends building alliances by bringing together an overachiever and another employee to solve a problem. Sit down with both employees and have each ask the other how he or she would solve the problem. Sharing techniques will help build respect: Overachievers learn that other team members can have good ideas, and other employees appreciate the chance to be heard.

Pair coworkers who complement each other. Overachievers aren’t perfect at everything they do — most usually have an area of great strength that overshadows another area of weakness. By pairing people well, you help them overcome those weaknesses. Even mavericks who like working solo will notice that their work improves with the right match. For example, when the Salvation Army needed to improve the quality of data collected from its locations across the country, White paired two overachievers on his team to solve the problem: an idea person and a details person. The more conceptual thinker came up with the idea of soliciting data with a questionnaire rather than just asking for numbers on a spreadsheet. The employee who executes directions well took the idea and finished writing the software program before deadline and within budget.

Develop a coaching culture. One method to get an overachiever to participate in a group setting is to ask him or her to mentor or coach another employee and provide ongoing feedback. “Help them become part of the process,” May suggests. “They have a lot to offer and love to be the center of attention, so use it to your advantage and get them to mentor someone else.” Set guidelines that emphasize positive reinforcement to keep overachievers from becoming too critical.

Nitty Gritty

Setting Up a Mentoring Program

IBM’s Top Talent Mentoring Program provides one-on-one coaching for employees who demonstrate the potential to become leaders. The company pairs a manager or executive within the company with an employee to learn their goals and identify opportunities for advancement. Then the executive provides regular feedback to help fine-tune skills such as leadership style.

To identify employees who have the potential to step into leadership roles, IBM’s Smith says she looks for sustained high performance, keen self-awareness, and positive role-model attributes. Then she matches those employees with executives who share their interests or have jobs they’re aiming toward. In addition to sage advice, mentoring gives the overachiever a chance to learn his own value. “Overachievers look for how they connect and how they are recognized for making a difference,” Smith says. “Taking the time to help them understand their current value, and how that ties in with the company’s strategy, gives them a sense of future job opportunities.”

 
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  • 1

    oliver@...

    11/29/07 | Report as spam

    Dealing with "heroes"...

    has never been easy. Read old Homer's Illiad, in which a project - the Trojan war - got delayed by years, because the project manager Agememnon could not get along with the overachieving Achill.

    You may be aware of CMMI, the Capability Maturity Model Integrated. I believe that this is a good description when heroes may be helpful for the organization and when not.

    On maturity level 1, the organization is not organized for success. Heroes sort out difficult problems and speed up development times of projects. They fill the organization's gap caused by the lack of processes.

    Unfortunately, heroes are difficult to handle, and there are not many of them around. So companies develop their processes over maturity levels 2 to 4 to be able to work with teams made from normal people.

    Level 5, when the company has attained highest maturity, will give heroes their place again in the organization. Now, they are needed to achieve agility and to improve the processes.

    What may be difficult: Your organzation is on level 1, heading - step by step, of course - to achieve level 5. Today, you need your heroes, but during the time when maturity grows, these overachievers will become a problem. And they will be frustrated too. But you know that you will need them again when you will achieve the last level.

    What can you do? Maybe: Let them take ownership for the growth process as the change agents. This may speed up your striving for higher maturity levels.

    Kind regards,

    Oliver F. Lehmann, PMP
    Munich, Germany
    www.oliverlehmann.com

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  • 2

    mickey.phi@...

    11/29/07 | Report as spam

    RE: How to Manage Overachievers

    Great article. I just realized, I have all the symptoms of an overachiever. The article raised my level of awareness on my weaknesses and strengths. Thanks!

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  • 3

    drhall

    11/29/07 | Report as spam

    RE: How to Manage Overachievers

    The sad part of this very informative piece, is that managers are typically lacking in those wonderful skills mentioned, mentoring programs for employee skills are rarely properly set up or monitored.
    Recognizing overachievers is maybe number three worst ability of 99% of USA managers, especially among foreign employees.The article certainly hits the nail on the head on identifying overachievers, being able to manage them depends on highly trained managers and understanding the long list of ability and subsequent lack of regard for red-tape and protocol, usually overachievers get shut down for lack of good management skills - managers and employees alike shun them for their inability to not feel threatened by the overachiever.
    don hall / bearcreekresearch

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  • 4

    jenyj89

    11/29/07 | Report as spam

    I have to agree!!

    I must follow concerning the comments made above...the managers of over-achievers tend to feel threatened by them and therefore unable or unwilling to properly manage them. It's a damn shame because so many people could achieve so much more yet they are pushed down and labeled as "problems" or "troublemakers" because they try to speak out about their ideas as overacheivers, only to face management that cannot deal with or has never dealt with over achievers and does not know how.

    I've faced it for years as an extreme Type A over achiever who does things (generalyy on my own) because they are RIGHT, not because they are politically correct in my workplace or it fits with the management point of view this year or it's what the boss want

    Until we start getting managers that have done the jobs themselves and know what it's really like...we won't have decent managers that know their emplyees jobs as well as they know their own.
    Jenyfer job

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  • 5

    saleslady

    11/29/07 | Report as spam

    Amen Sister

    Too bad we can't the "powers above" won't be reading any of this.
    Does anyone have any suggestions on how to present this to my boss?
    It's everything I've been feeling lately. It's very frustrating to be micro managed. I'm afraid to disagree or even open my mouth in a meeting, because as the information stated "I'm a trouble maker" if I do.

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  • 6

    Ssp@...

    11/29/07 | Report as spam

    here is my suggestion..

    I would recommend u try putting ur best efforts and also use the above article to put urself in your manager's point of view to reflect urself so u can be heard. If that doesn't work, I suggest, you quit.

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  • 7

    camillak

    12/13/07 | Report as spam

    Email is your friend...

    Here's an idea; email the link to the article to your boss. (Or print it and hand it to them - good reading on the bus home is usually appreciated).

    Hey, they are only people, and certainly not perfect. Give them a hand, tip them off when you find usefull leadership advice! And do remember to let them feel appreciated as well, a little flattery will go a long way if you want them to actually read the stuff you send them...

    C:

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  • 8

    Zorag1

    01/14/08 | Report as spam

    Discretion

    Yes. Try printing it off and leaving the article on his desk in an unlabeled envelope. Discretion is always best - especially if you don't want to get sacked!

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  • 9

    WorkerBee123

    11/29/07 | Report as spam

    Overachiever Extrodinaire!

    I am everything in this article, and I've also come to the point where my best course of action is to remain silent and just agree. My boss' favorite course of action is to tell me all of the things that I am NOT, (especially when I do a great job) or berate me for not saying how great our other team members' work is (although she does not compliment mine ever).

    I'm not sure how to handle this except to quietly plan my exit, and work to the best of my ability. I'm passionate about everything I do and do a great job for myself, not because I want to outshine others. Any advise on how to keep myself upbeat and sane are welcome!!!

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  • 10

    brandbuddies@...

    11/29/07 | Report as spam

    Hi Jackie, suggestive feedback on request.

    Hello Jackie,

    One simple suggestion would be to manage your manager, when the manager gets it right congratulate him/ her on getting their message accross in a way which communicatively aligns itself with your own personal expectations, (increasing the chance of future positive win/ win behavior & outcomes).. remember both you and your manager want the same thing, a successful outcome..

    If the manager is unable to reasonably adapt in a way which is mutually beneficial then you may consider setting up a better framework of mutual accountability between yourself and the next manager you work with.. alternatively, if you think you can do better, then get a managers job yourself.

    Remember, a problem you can't deal successfully with at your present company is more likely to manifest itself at your following company.. take away any fear based focus by achieving what is possible today not tommorow. If you do leave the company you will have new strength, self recognition and better tools for effectively navigating your future with someone who simply wants to navigate their own future as successfully as you do.

    Best regards

    Robert Wright

    New Business Director

    www.brandbuddies.se

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  • 11

    WorkerBee123

    12/04/07 | Report as spam

    Thanks!

    Thanks for the feedback, I definitely agree I should learn how to manage the manager much better...I never thought of positively reinforcing HER simply because I never get it...I will try it :))

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  • 12

    vriginy

    07/25/08 | Report as spam

    suggestion for you

    Rule 1: never try to "change" your boss.
    Rule 2: Ask yourself : would you be satisfied about your performance if you are
    in your manager's shoe?
    Rule 3: Be positive. I have been through so many different managers. People
    normally have a higher expectation for better employee. you would give a 3
    years old a big compliment when he learn not to pee his pants.

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  • 13

    editha_pangan@...

    12/01/07 | Report as spam

    Jackie, same here

    hi Jackie. I am blind stuck myself because i am in a situation where people do not seem to be going forward or doing things better, and how to keep going is a problem. i choose to clam up when i can tell there is no serious concern for making things happen but this is may not be healthy for me.

    what to do? someone said it is just a job. someone also said we can rise early, jump from bed, get energized, get your music going - though they were saying that to get creativity going. add incense if you like and plan for exit.

    best of luck
    editha

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  • 14

    michelleclf77

    11/29/07 | Report as spam

    Yeah, yeah !!

    Well, not to mention about not having good mentoring programs around, I don't even have an annual appraisal conducted formally in my company! Yes, formally in my term means a face-to-face appraisal where the manager can highlight what is good & what is not so good about me, and I can share my ideas and career goals.

    Already denied of any mentoring, when I am further denied of such kind of interactive review sessions, it just pushes me away more quickly and I'm getting much more demotivated to stay. I tried asking for appraisal session to no avail, so can't blame me if I left one day. I'm getting bored and looks like losing direction here!

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  • 15

    jefflogden

    11/29/07 | Report as spam

    RE: How to Manage Overachievers

    Wow! That article was dead on and describes me to a tee. I also think if managers used what you recommend, I'd be just fine.

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  • 16

    jflynn@...

    11/29/07 | Report as spam

    RE: How to Manage Overachievers

    Excellent. I am one and everything you said is correct. Wish this was stapled to my boss's forhead.

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  • 17

    kvanryswyk@...

    11/29/07 | Report as spam

    RE: How to Manage Overachievers

    After 30 years in the same industry, I was asked to leave since I no longer 'fit the mold' of the direction the company was taking. Painful? Yes! This article described my working days very well, and gave me a better understanding of the fear I felt (towards me) from my former boss.
    I agree with earlier comments on this article...it's too bad the people who need it probably won't see it (or recognize its worth!).

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  • 18

    Ssp@...

    11/29/07 | Report as spam

    count me in

    Like someone already mentioned, I have felt / still feel I hv all the symptoms of these as well. It has become a everyday deal of trying to 'communicate' and 'project' so much to make the big head think in the proper direction. And am getting sick and tired of it.

    I always do a parallel pet project without knowledge of my managers and try to bring it up when required and show what I hv done and how it can be useful to the whole group etc (at most times it won't even be of the technology that we r using for our mainstream projects).

    I wud then see astonishments / shocks and often comments like how cud he hv spent time on nonproject work while the same person cud also comment that I spend too much time at work and how I manage work/life balance, all the time without appreciating the benefits / outcome. When I feel there is no end to it, I quit.

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  • 19

    papachuck

    11/29/07 | Report as spam

    I know now what I am

    This article shows just how much most Managers are taught nothing in Business school then how to be a idiot. Mine has a Masters and he has no clue how to treat people or ideas. Micromanagement and anger is his tools of communicating.

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  • 20

    SmithD11

    11/29/07 | Report as spam

    The 'I' in achieve

    So many commentators referring to their own overachieving personalities seem to be missing that the article is offering tips for how to deal with the overachiever. There is a lot of excitement, energy and good work coming from overachievers, but getting them on board with the direction of the Department or organization can be trying. There is actually an 'I' in overachiever that can be frustrating to manage.

    I have been working to manage one difficult employee who turned sour when asked to keep her sick time under control. An excellent worker, she definitely takes time off when she wants. That conversation began a downward spiral. After reviewing several management techniques to find help to get her back on track, I have to say this article seems to have hit the nail on the head.

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  • 21

    kkwan

    11/29/07 | Report as spam

    It's a curse

    Being an overachiever is tough because perfection can't be attained, you're misconstrued or underappreciated, people get used to you and you become the "go to" guy for everything because they know you will perform (and will sometimes take credit for you), you get bored in most companies professions as you are under-utilized, co-workers are usually ok with you but you will always have some who envy or despise you, and lolly-gaggers and half-wits tick you off.

    And then your family suffers because you are either overcommitted or burnt out and needing an escape (depending on background and self-control it can extend to alcoholism or worse).

    In some respects (though I've never done it) it might be better to be a "hired gun" as opposed to staff. I imagine most consulting companies are staffed with overachievers. And then it's ultra competitive with people trampling over each other.

    So what's an overachiever to do? Probably just take it easy on yourself and find a way to make it work, because you always do.

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  • 22

    PALInLA

    11/29/07 | Reported as spam

    RE: How to Manage Overachievers

    As an overachiever, certainly I can relate to this article, though through the years I have learned to balance my life more.

    As a manager, I also tend to hire like-minded overarchievers. It creates a dynamic working environment and by keeping my employees involved and challenged, we accomplish a lot as a team. I give them the freedom to fail (they rarely do), I include them in the hiring process and management decisions to mentor and train them. I allow them to speak their minds and we can discuss things as a group without judging. It can be intense at times especially with pending deadlines, but all in all, we all love the environment and I consider them good friends. We often go to lunch together and see each other socially.

    I ran 3 very successful teams this way. We had a tremendous reputation throughout the company and increasingly worked on higher profile projects. Driven, Check. Ambitious, check. Productive, check. Efficient, check. However, for all our hard work and dedication, management never recognized or appreciated us publicly. Despite all the evidence, trying to get promotions or raises for my employees was like pulling teeth.

    Things turned recently when it became clear my manager's manager felt threatened by us. Not a particularily intelligent or capable man, he had risen up the corporate ladder through ruthlessness and greed. He surrounds himself with weak, non-threatening yes-men and despises anyone who contradicts him. He is the 'boss' and everything goes through him. Sound familiar?

    I had already lost two fantastic employees (overachievers) because of he had made beligerent commentaries directly to them. Now, by using a re-org as an excuse, he dismantled my teams, stripped me of all my employees and had me report to one of his lackeys, a person who admitedly has no affinity for, or interest in, managing.

    Now my former team members and I are biding our time looking for other positions outside the company. His fear of this perceived threat will cost the company countless hours of re-work, re-training, re-adjusting as well as 6 top performers. This in a 55,000 employee company that consistently loses top performers and doesn't understand why. No mystery there.

    So beware, overachieving has its pros and cons. And when you interview, get a feel for the management style as well. It'll give you a clue as to what your future holds there.

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  • 23

    balasydney

    11/29/07 | Report as spam

    RE: How to Manage Overachievers

    Fantastic article.This will help me to manage over achivers in my company

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  • 24

    pattkp@...

    11/29/07 | Report as spam

    Touched a raw nerve?

    Wow! Great topic and supporting commentary. By the looks of the response it has already recieved, is it possible to expand the topic? An advice column for the "OA's", perhaps? It is an ongoing issue for many as evidenced by the responses. Perhaps BNET could sponspor a forum where OA's and Managers could really interface and brainstorm solutions without fear of reprisals. Why let good talent go to waste? Thanks for highlighting and suggesting solutions for this area. Maybe BNET can attack why many are satisfied with mediocrity next--LOL

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  • 25

    mslouisse

    11/29/07 | Report as spam

    RE: How to Manage Overachievers

    This is such a good thought

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  • 26

    jdenton@...

    11/29/07 | Report as spam

    I don't get it.

    This article, though worthwhile, gave great advice on managing?well, anybody. And I think they defined "overachiever" too broadly because damn near everyone I work with, my immediate college, my supervisor, the institution director, 80% of the people on my floor, 70% of the entire organization AND the 3-person contracting team that does our .NET work (Whew!!!) are all ?overachievers?. See where I'm going? I hate to throw a wet blanket on all the self-congratulation in this thread but really all I'm seeing is, "I'm great and my stupid boss doesn't appreciate me." Many self-proclaimed "overachievers" really fall flat in some fundamental areas like interpersonal communication and relationships, punctuality, recognizing the achievements and time value of others, and being able to astutely navigate company politics.

    I'm sorry, but if the only thing you have going for you is some passion coupled with the ability to think big and work all night, that's not enough to make you a compelling value to your manager or the company. Go freelance!

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  • 27

    brandbuddies@...

    11/30/07 | Report as spam

    Balance, form and function

    I must concur with a large part of this post, an over achiever who does not understand that balance, form and function are required in a successful team is more likely to affect it in a way which detrimental rather than good.. My gut instinct tells me that a lot of overachievers are inherently insecure and therefore do not state at interview their own mission statement/ plan/ intention.. instead they intend to lead and direct others via their own slip stream of "massive action". Without internal buy in and agreement for their course of action there will inevitably be breaks in rapport and agreement. People will inevitably become upset and dysfunction may begin to spread.

    All this said, it is of the utmost importance for management to recognize an overachievers energy and ensure that it is filtered and directed through a series of stages which enhance the value of the individual and the teams efforts in combination- providing platforms for praise, appraisal and the guarantee of a closed office door for personal challenge/ mutual discovery.

    Best regards

    Robert Wright

    New Business Director

    www.brandbuddies.se

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  • 28

    editha_pangan@...

    12/01/07 | Report as spam

    interesting, both sides

    Hi jdenton. it is interesting to see it your way, though i will want to believe that getting good ideas accross, getting funds to come in, putting it together beyond the usual is so much more fun than running around with boring deliverables.the oomph is in doing things better. i must agree with you on all points re office dynamics, relationships, etc - and i could use your advise on going freelance.

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  • 29

    jdenton@...

    12/01/07 | Report as spam

    I agree

    Hello to you, editha_pangan. I completely agree that delivering a great work product is always more fun than just getting by. I suppose I've been fortunate through the years to have primarily worked with people who had very high standards for their work. And that was one of the points of my post...their description of the "overachiever" is the staus-quo as far as I'm concerned. However, I have also worked with the self-proclaimed "overahiever": always talking about their great skill set and superior knowledge but never showing up to work on time when it's critical.

    I was freelance for a few years and now I'm part of a grant funded institution at an Oregon university. I'd love to chat with you more about going freelance. Head over to www.upstart-productions.com and shoot me a message.

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  • 30

    somegirl

    12/03/07 | Report as spam

    The Yin Yang Approach

    This is an excellent article that really is tailored to "overachievers".

    Feel lucky that you have had the opportunity to work with such individuals who excel above the norm and take on long hours and have the ambition and passion to get the job done. Not all companies are full of overachievers. Many of us simply work the 9-5 and go home to our families and enjoy the live-work balance.

    Neither way is better or worse off, but I do admit that in any environment you need the checks & balances.
    It was mentioned that "if the only thing you have going for you is some passion coupled with the ability to think big and work all night, that's not enough to make you a compelling value to your manager or the company"

    I sorely disagree.

    Those "overachievers" bring to the table a new perspective to offset or balance other types of personalities and ideas. I agree that it can be a down-right pain in the butt! But, let's face it, overachieves are needed, without them, a company many times, would cease to get off the ground. Especially in cases of startups, it is often the overachievers who aren't afraid to take the calculated risks, push beyond and cut through the everyday red tape.

    In more established companies, they are excellent on finding new ways to extend a brand, or find new business opportunities. Don't be so quick to discredit...it is just a different way of being.

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  • 31

    jdenton@...

    12/04/07 | Report as spam

    Yes...and...

    Hi somegirl, your points are well taken. My rant was primarily directed at the multitude of self-proclaimed "overachievers" that posted early in this thread - a lot of goofy back-slapping if you ask me.

    But in my experience there are genuine overachievers as you describe and, despite their quirks, they can and do build great things. And I completely agree that without an overachiever on board, most companies would die young. But I stand by my comment concerning what makes one valuable to a company.

    As an example, one of the best programmers I ever knew was a cocky "overachiever". He could code for hours, he could dream big, he could think 'outside the box', he was a good problem solver, but he didn't give a damn about showing up to work on time (or at all some days) or deadlines. We had to fire him because he eventually proved to be so completely unreliable.

    My point (however pathetically it was made) is that the true overachiever brings much more to the table than simply the ability to work like a bulldog, talk big and complain about how the boss doesn't understand them. That's all.

    Cheers!

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  • 32

    Satya Prakash

    11/30/07 | Report as spam

    RE: How to Manage Overachievers

    What you deserve and you get it on time you feel home and hope more responsibilities to come and try to handle them effectively.

    when you dont get responsibilities you feel that you are not important or a usual employee in an organization.

    Whenever such person approaches to the organization or anyone in the organization come to know about these qualities should inform the authority and try to equipp them with the responsibilities they desire and feel to take

    Pat on Back + perks + responsibilities(Most Important) ---- And give them a new targets , a vision accordingly ...and you will find the benefit in terms of your organization and the person as well

    +919373330153

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  • 33

    fredh850

    11/30/07 | Report as spam

    "I'm just a sane man, trying to maintain my sanity in an insane world."

    How about this? (My motto): "I'm just a sane man, trying to maintain my sanity in an insane world." Remember, it's just a job, don't take it, yourself, the business too seriously. If the train runs off the track...so what. Let it, especially if you cannot control the train. That then gives us things to do. If everything ran correctly, if all people worked effectively all the time....image how BORED WE WOULD BE! We humans are afterall, just specs of energetic, meaningful(?), entities on this 3rd stone from our sun, in this MilkyWay Galaxy, one galaxy amongst billions of other galaxies, each with billions of stars. We're puny...

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  • 34

    Zorag1

    01/14/08 | Report as spam

    Managing Our Lives

    Hi, I loved reading your healthy down to earth response to this article - taken from a spiritual dimension. You are SO right, perfection is not attainable - nor should we as humans expect it - especially in the workplace above all places. We are quite rightly as you say bundles of 'energy' waiting to expire in time on our spiritual journey - so why do we allow ourselves to get bogged down with it all We need to get our priorities right. How about the opportunity to get a decent work-life balance sorted out with the same level on anticipated income per year for working half an average working week???

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  • 35

    jtemplet

    11/30/07 | Report as spam

    Follow-up Story

    Perhaps "How to work for someone who doesn't recognize you as an overachiever" or "How to work for someone who is afraid you will over-achieve into his job".

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  • 36

    Asha Gunabalan

    12/01/07 | Report as spam

    RE: How to Manage Overachievers

    this is an excellent article.
    thanks,

    Asha

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  • 37

    mzrahman_mz@...

    12/02/07 | Report as spam

    RE: How to Manage Overachievers

    Yes As I'm a sales and marketing manager I had those experinece with the overachiervers in our company. We were offerde them to visit Dubai on 2008 with company expencess (Full board)

    Thanks for BNET

    "Bnet is my marketing collage"

    Moahmed Z Rahman
    mzrahman_mz@yahoo.com
    +94 777 342494

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  • 38

    lsullivan

    12/02/07 | Report as spam

    Innate or Learned

    Wow, I'm glad you're enjoying the articles, and thank you for the feedback.

    I thought I'd share a quick bite that didn't make it into the series of articles on managing overachievers. When I spoke with Tom Kinnear, executive director of the Zell Lurie Institute for Entrepreneurial Studies at the Ross School of Business, University of Michigan, I asked him if the tendency to overachieve is innate or learned.

    "I train people to be entrepreneurs," Kinnear says "I can?t train someone who doesn't demonstrate any genetic code on how to take risks successfully, but you can teach other overachiever traits, such as recognizing risks. Without any science behind it, I would say overachievers comprise 60 percent nurture, and 40 percent nature."

    Do you think the ability to overachieve is innate or learned?

    Regards,
    Laurie Sullivan

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  • 39

    WorkerBee123

    12/04/07 | Report as spam

    Nature or Nuture?

    Without an internal drive to do and be better, no one can be taught to passionately work above the status-quo. I come from a family of over-achievers. With an MBA, I'm just average. Authors. Attorneys. Doctors GALORE! We're immigrants from the poorest country in the Western Hemisphere, Haiti.

    Without a REASON, internal or external, there is no incentive to be better than average. I work to honor my ancestors, my parents and to pave the way for those who come after me. (So noble, right, haa haa) I work for me, too, to fulfill my dreams, of course and to enjoy myself. But always, always, I think of those who came before me and those who will come after.

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  • 40

    Zorag1

    01/14/08 | Report as spam

    Early Grave

    Hi,

    It's important that you continue to respect and honour those that have travelled before you to pave the way for your ongoing success. However, we all manage stress differently, and unless you are in control of your destiny - which many of us aren't you will like most of us reach 'burn out' with all the associated health risks that are attached to it too.

    Take note - I've been there, and it's no joke High Achievers can only achieve at their highest potential for a limited period of time.

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  • 41

    Zorag1

    01/14/08 | Report as spam

    Work- LIfe Balance

    An excellent article overall. Almost everyone can identify with these characters in their areas of work. I was a classic 'over- achiever' and embarrassingly can now see the flaws in my own personality - being quite driven, always going the extra mile on behalf of the companies that I worked for. However, there comes a time in life when you realize that you are not the total sum of the parts of the company that you work for and that you, and only you, can reclaim the person you were before you entered the arena. Generally huge sacrifices are made, such as the loss of good relationships or the opportunity for being a good parent. At the end of the day, you need to prioritize and ask yourself 'What is more important? Drive?, Success? or achieving a compatible work-life balance.

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  • 42

    govinda_das32@...

    12/04/07 | Report as spam

    RE: How to Manage Overachievers

    Excellent article for CEOs

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  • 43

    govinda_das32@...

    12/04/07 | Report as spam

    RE: How to Manage Overachievers

    Excellent article for CEOs,Govinda

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  • 44

    Taghreed_yehia@...

    12/08/07 | Report as spam

    RE: How to Manage Overachievers

    Hi, i thought that i'm of strange personality but when i saw this article i relaized that i'm overachiver and my reactions toward mangnment are common. So, I think the most important things that make me happy are feeling security and mananger deals with me as a reliable and integient person who planned to be upgraded for new challanges in future.

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  • 45

    aviever2002

    12/21/07 | Report as spam

    RE: How to Manage Overachievers

    i hope my boss to be reads this and follows this for me wink

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  • 46

    tebuwan@...

    01/12/08 | Report as spam

    RE: How to Manage Overachievers

    Little is talked about the concentrated hatred from underachievers towards overachievers and how to manage this issue..

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  • 47

    jsaulter

    01/29/08 | Report as spam

    Overachiever WORKING FOR an Overachiever!

    I am an overachiever...who also WORKS FOR an overachiever for the past two years. It has been the best learning experience of my life, because I've learned first hand what it's like to work with me. I have modified so many things in my behavior because I now understand how I can drive people crazy - by trying to do it all, by always wanting to do it perfectly, by overcommitting to deliver more than humanly possible. At least once a quarter my boss & I pull what we call an "all nighter" to deliver something we promised for some ridiculous deadline, instead of responding with what we CAN do in the allotted time. We literally work 24+ hours. I have started to cut back (I'm 10 years older than my boss!) but she is still on overdrive, despite having no home life and two young children who hardly ever see their mom.

    To all the overachievers who think their boss doesn't know how to manage you...just start thinking in terms of YOU managing someone like yourself, and it will help you to learn to keep up your enthusiasm while toning down the "I can do it all - perfectly!" attitude.

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  • 48

    lsbsrpi

    02/07/08 | Report as spam

    RE: How to Manage Overachievers

    Great article. Time check 10PM. But worth it! 12 hour-work-days!

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  • 49

    jessedavis

    02/25/08 | Report as spam

    RE: How to Manage Overachievers

    Great article! I am an overachieving leader, anyone have words of wisdom to help me guide my team for efficiently, err oops, I mean effectively.

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  • 50

    rayna6633

    03/09/08 | Report as spam

    RE: How to Manage Overachievers

    Very informative!!

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  • 51

    cdufty

    04/23/08 | Report as spam

    RE: How to Manage Overachievers

    A lot of good information on the management of hyper-sensitive people. We're not freaks, just focused.

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  • 52

    edbrownfrf

    05/13/08 | Report as spam

    RE: How to Manage Overachievers

    Very insightful. Captures the essence of the overachiever on your team. Offers productive management ideas, will help avoid looming problems.

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  • 53

    vriginy

    07/27/08 | Report as spam

    Overachieved manager?

    Great article.
    But it make most mangers sounds like Overachievers.

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  • 54

    Ecmanager

    09/08/08 | Report as spam

    mentoring article

    i think i am a overachiever too.i learned a lot from this article,but i think those people who at the position of manager(or CEO exactly) should read this article and learn the skills how to deal with their overachievers rather than the very overachiever like me.

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  • 55

    clacou

    09/16/08 | Report as spam

    RE: How to Manage Overachievers

    When your abilities allow one to visualize 10 solutions while everyone else strugle to come up with just one,

    When you have to draw your solutions on paper because explaining just is a waste of time,

    When your boss has no clue about what you are talking about,

    When your abilities for problem solving are proven and recognized, yet your suggestions for improving a process are ignored,

    then that shows your environment is not up to your level. Frustration is your daily bread. Having to work surrounded with mediocre mind is boring. Having to submit to a mediocre mind can drive you nuts. Unfortunately, it is the norm that most managers are mundane minds with or without managerial skills.

    Too often, managerial decision are tainted with selfish self-preservation. It should not be that way. The improvement of the process should be the only goal, not the selfish advancement in company positions.

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  • 56

    emilym

    10/21/08 | Report as spam

    RE: How to Manage Overachievers

    Thank you so much for these articles and your comments. I would like to become an ex-overachiever. I am very tired of trying to prove to others I am valuable, talented, intelligent, etc, and then what I get in return is a boss that needs to micromanage, and coworkers that think I am a showoff.

    I'm sorry to all the bosses that I couldn't get a long with. I didn't mean to, I just felt my ideas and abilities were trapped. I am sorry to the coworkers and my students. I pushed you too far.

    I am now looking for happiness in doing what is humanly possible and healthy.

    I am learning about others and how I can "tone down" myself to more enjoyable and manageable level.

    I am learning to accept myself with all my faults and all my abilities. I was an overachiever because I was too blind to see what I really have inside me and because I needed everyone else to see I was some great talent.

    I'm starting a new job, not as glamorous, or as high paying. I'm going to do my job at the levels that is expected, and I'm going to go home and my parents and my siblings. And I'm going stop hiding behind work to avoid having a real relationship.

    And I'm not going to volunteer hours on end just to help the community, when I can't even help myself enjoy life when I'm finally taking a break.

    I am going to learn how to be happy doing absolutely nothing, without feeling guilty or less of talented person for doing so.

    And I would like to guess that most troubled kids, or ADHD, kids, or disobedient kids are probably a younger version of overachievers that have no way of demonstrating their creative talents and abilities.

    AND HOW THE HECK DO YOU LEADERS BECOME LEADERS WITHOUT WORKING YOURSELVES TO DEATH? i WOULD LIKE ADVICE FROM A MANAGER OR A CARING LEADER WHO WORKS NORMAL HOURS AND ARE SUCCESSFUL.

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  • 57

    jagad5

    11/17/08 | Report as spam

    RE: How to Manage Overachievers

    Someone touched on the problem here. Too many overachievers are being managed by those who can't understand the overachiever's goals, motivations, methods of solving problems, etc. I was recognized for 20 years as a "hi potential" employee and got very nice raises for a long time. Following a reorganization, our company's reward system has become heavily weighted toward how fast can you turn the crank rather than how fast you can invent new ways to solve current problems faster. While my direct manager does a good job, many of his peer managers and their boss reward those who get work done according to standardized processes and procedures (often based on 30+ year old methods) and punish those who try to think differently. I have no political agenda other than to improve my industry's performance.

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