High maintenance employees tone it down Published Sept. 27, 2006 By Maj. Kevin Brooks 22nd Mission Support Squadron MCCONNELL AIR FORCE BASE, Kan. -- Several years ago, my spouse and I purchased a new car. It looked great on the lot and drove smoothly when we took it out for a test spin. We were proud of our shiny new red car. A few weeks later, part of the bumper came loose and hit the pavement. We drove home slowly dragging that bumper and the next day found it would cost $300 to replace. The dealership said we must have hit something and a new plastic bumper would not be covered under the warranty. Our insurance deductible was $500 so we pulled off the bumper and drove the car. Several months later, the fuel line plugged up. Our fault again; bad gas? The standard transmission went out; again my fault though I'd driven standard transmissions for years without a problem. A rock kicked up and knocked a tiny hole in the gas tank. We grew to hate that car. It was always something: minor repairs, major repairs, a little peeling paint, a weird sound coming from under the hood. We stopped taking the "newer" car on vacations and to church. We parked it out on the street, giving us more storage room in the garage. The paint faded and hail banged it up more. We stopped using premium gas. We never knew if the car would get us where we needed to go. This red car turned out to be high maintenance. No one likes a high maintenance car. As soon as we possibly could do so, we dumped that red car for a different model. Some employees are like high maintenance cars. They interview well, display tremendous energy and personality, and appear to have the best experience and education. Then, after they're hired, they become high maintenance. The supervisor sighs when they see the employee coming. The employee takes no responsibility for problems. High maintenance employees require more than the usual share of a supervisor's time and often debate every assignment or instruction. High maintenance employees see insults everywhere, can't shrug off minor disagreements and disappointment. Supervisors don't want a high maintenance employee any more than a high maintenance car. A supervisor won't keep the high maintenance employee if a more efficient employee is doing the job, resolving problems and coming to the supervisor with solutions, not just problems. Urge these employees to take a personal assessment. Once true pay for performance is underway, even if the supervisor can't trade them in for a different model, now is the time to look ahead and work to gain a reputation for being a low maintenance employee. Figure out what can be done to support the boss, make the job easier, and be an asset to the organization and mission. Becoming part of the solution, not part of the problem will transform that old lemon into lemonade.