Craig Groeschel

or you might have a very strategic thinker under a more free-flowing boss.

And that can be complimentary, or sometimes if the boss doesn't recognize the value of the strategic thinker that they can butt heads.

So what you can do is several things.

One thing,

And I'm going to try to explain this clearly.

It's a little complicated.

But you might consider adjusting the reporting structure.

You might use, instead of a firm line down from boss down to employee, you might use a dotted line to someone else in the organization.

For example, you could have one team member who works daily on one team kind of under a leader, but then maybe reports formally to a leader on another team or in another department.

Now, you cannot do this all the time everywhere or you'll have an organizational mess.

But every now and then,

If you've got a great player that just doesn't function well with a direct report to the person they work with regularly, you might just do a little dotted line and have that person get reviewed by and report to someone else somewhere in the organization.

Another thing you can do is this.

You've got a good player, but they're not functioning well under the boss.

You can actually coach the boss on how to lead that type of person.

And sometimes this can make all the difference in the world.

When we are new in leadership, we often don't know how to lead different personality types or people with different gift mixes.

For example, I had a leader that was very organized, very functional, and he was working with a creative leader that had totally different work rhythms.

And so the organized leader told the creative guy, you need to be here from eight to five.

And to be honest, the creative guy was barely awake by noon.