Diverse skill levels within a team can lead to perceived imbalances in workload and favoritism, depending on how the gap is handled. For new leaders, managing a skills gap is a delicate balance between nurturing low performers while not overburdening high performers.
Understanding the Skill Divertsity Spectrum
Here’s what this difference often looks and feels like within the workplace:
Low Performers
Struggle to meet expectations,
Consistently require more guidance and support,
Lack confidence,
May be perceived by the rest of the team as receiving undue leniency, leading to feelings of resentment from team members, which then leads to division within the team.
Middle/Average Performers
Consistent and reliable but may feel overshadowed or neglected,
Tend to fly under the radar because they don’t stand out in any way, which contributes to disengagement or stagnation.
High Performers
Excel in their roles,
Often become the go-to individuals for critical tasks,
This can lead to burnout and feelings of unfair treatment among their peers. This resentment also often leads to division amongst team members.
Now, you might think the solution is easy: simply “Let the lower performers go!” However, studies have shown that when a “bottom” is removed, it will quickly be replaced by another. This doesn’t in any way mean you’re destined to have to tolerate under-performers. It means you must be very intentional about how you tolerate and manage the lower performers to elevate the team’s bottom line. Every situation will require (and deserves) a swift, yet fair assessment to properly figure out the best fit next course of action. Approaching the situation with an open mind is your best bet.
Indicators of imbalance amongst Team members
As a leader, be vigilant for these signs that might show an imbalance of workload within your team:
Workload Disparity: High performers consistently receive more challenging tasks, while low performers get simpler assignments.
Resentment and Morale Issues: Team members express frustration about perceived preferential treatment or lack of recognition.
Burnout: High performers showing signs of stress or fatigue due to constant high demands.
High turnover: Team members are often leaving for other opportunities. Your department feels like a revolving-door.
Stagnation: Middle and low performers not showing progress or growth, feeling disengaged from their roles.
Strategies to help Level (and elevate) the Playing Field
To manage a team with diverse skill levels effectively, consider these actionable strategies:
1. Offer Transparent Communication with ALL team members
Holding regular one-to-one meetings with all team members to understand their needs, aspirations, and challenges is a great start. You can use the time to communicate expectations and provide current feedback. These meetings are also a fantastic opportunity to share additional necessary information each team member needs to do their jobs well.
2. Offer Tailored Professional Development Plans
Create individualized development plans that address each team member’s strengths and areas for improvement. Team members mentally check out when they don’t feel the learning is relevant to them. Synchronous learning (where a large group is taught the same thing at the same time) is phasing out and we are seeing a much greater demand for "a la carte” professional learning and development opportunities and delivery methods. Be open to allowing team members to learn in ways that resonate with them.
3. Delegate with Purpose and Foster a Collaborative Culture
Rotate responsibilities to ensure all team members have opportunities to tackle challenging and routine tasks. Pair high performers with low performers on projects to foster mentorship and knowledge sharing. This also has the added benefit of reducing the likelihood of disruptions when a team member leaves on holidays or for extended periods of time or there is a gap in the team until new hires are on-boarded and brought up to speed with their responsibilities.
4. Recognize and Reward
Recognize achievements across all levels, celebrating both small and significant milestones. Ensure rewards and recognition are based on merit and improvement, not just high performance. It makes success feel achievable for all members, which in turn entices them to perform at the highest levels.
5. Set Clear Goals and Metrics
Unfortunately, I’m finding that this level of clarity is only given once a leader perceives a performance issue. Giving this type of directive provides all team members with an equal framework to be successful when clear, achievable goals are aligned with their skill level and potential. Use metrics to track progress and hold everyone accountable - right from the start.
The impact of Ignoring the issue
Leading a team with diverse skills sets is hard, but so is leading a disgruntled team. To quote Keith Craft, you get to “Choose your hard”.
Here are some factors to consider should you choose to not address the skills imbalance on your team:
Decreased Morale because of team members feeling undervalued or overburdened, which can lead to low morale and high turnover.
Reduced Productivity as discontented and burnt-out team members can significantly affect overall team productivity and performance.
Stagnation, affecting the team’s ability to innovate and adapt.
Erosion of trust in leadership due perceived favoritism, damaging team cohesion and collaboration.
Inferior performance can be contagious. Unfortunately, most people would rather leave their current job provide the feedback to anyone who has the power to make the necessary changes. If you’re a leader, don’t be fooled. If your team is quiet, you should be concerned and ask more questions.
Managing a team with diverse skill levels is undoubtedly challenging, but with the right strategies, you can create a balanced, productive, and harmonious team environment. By fostering transparent communication, tailored development, purposeful delegation, and a collaborative culture, you can honor each team member’s learning journey and ensure fair treatment for all.