I have actually met some people who might easily be the prototype of Andy from the article by Sarah

Cliffe. What sets them apart from others is that they can be brilliant performers, while having no interest
whatsoever about the feelings of others. Sometimes it is simply arrogance, as when continuously
overperforming others creates a kind of belief that you are actually better. In other cases it may be that the
superstar is so concentrated on the task at hand that others simply distract him or her from the holy path to
the solution. It is not particularly easy to work together with such Andys, and I completely agree with
Sarah Cliffe that a company should take some action before all the other Andy's coworkers have escaped
to other companies.
I agree with Kath Jordan that in this case, Jane should be more active in taking control of the whole
situation. What I could also agree opon was that the whole group might benefit from taking training in
conflict management. At the same time, Ms. Jordan suggests that Jane needs to confront Andy. I do not
quite agree with it as Andy has a creative personality, and it's very easy to convert an excellent performer
to an average performer simply by being to aggressive when confronting him. As I said during the
Creativity Module seminar, in my opinion, it really comes down to the question of whether Andy needs to
have his team to have his exceptional performance. In case he is able to work without the other team
members, it would make sense to transfer him to another location.
This article also made me think about the possible motivation Andy might have for his actions. As Mary
Rowe points out in the article, Jane should first try to understand what drives Andy (if he wants to have a
different assignment, for example). Andy may simply be slightly to arrogant about himself and the results
that he has achieved. In that case, the best way to solve would be to stop giving him positive feedback
("stroke his ego"), as also suggested by James Waldroop in the article.
In conclusion, I believe that although the situation described in the article is quite common (almost every
company has some excellent performers who do not really fit in the team), it is very difficult to prescribe
any general solutions to the problem. Jane needs to use her managerial skills to find out which solution is
the best option for this particular case
This article involves an interesting dilemma, illustrated by a short real-life story about Jane - a manager
and Andy - a top performer and a jerk. I agree with all constructive advices that four commentators offer
in Janes situation.
Andys exist everywhere. Jane is facing a typical situation: a top-performing salesperson that is nasty and
bullying to everyone around. She cannot get rid of him, but she cannot let him destroy the team either.I
agree with Chuck McKenzie that the manager needs to carve out a role that lets him focus on what he is

good at. She should give him the permission to work alone as much as possible. Chuck McKenzie also
states that if Jane and her group can learn how to face with true diversity, they will be a stronger and more
creative group.
This Andy was certainly not going to change his attitude after a short talk with Jane. Jane must make him
understand that productivity is not good enough and that his job depends on his professional relationship
with co-workers. Andy is required to realize team result is as important as individual result, and rudeness
does not help improve performance in this company. Psychologist and consultant James Waldroop even
proposes strict methods that stroke this extremely narcissistic mans ego and at the same time hammer
him hard with critique; offer him two options (staying or leaving). Before executing those methods, Jane
must have backup plans if Andy chooses to leave.
Janes main problem is not the jerk called Andy, but herself. She is far too passive and could not take
control of the whole situation. Jane has to define each person's responsibilities and help team members
understand her expectation for each member. She should stop sending email to Rick Lazarus because
Rick an old colleague cannot give her good advices and may reinforce her managerial blind spots.
I strongly agree that Jane needs to conduct some training courses for the team, such as Conflict
Management, Assertiveness Development and Effective Meeting. The team will then perhaps know how
to deal with Andys negative attitude and behavior.
What a Star - What a Jerk is a worth reading article that reveals an interesting issue that challenges
most managers nowadays. Jane, the manager in this story, needs to enhance her leadership skills and
management skills. After the final warning, if Andy does not improve himself, Jane has to fire him and
find a substitution, like what James Waldroop mentioned in his advice "I don't care how much money
somebody could make us, or how smart they are; it's not worth it if they disrupt the entire group