I usually don’t struggle with this stuff, but I’m torn. We have a team member who ultimately just doesn’t have a great personality or attitude, only way I can say it. We kept her on after an acquisition due to her skill level and high capacity for the actual job tasks, which still proves true. However, after a year and some coaching and convos, she just doesn’t fit our culture. There is some push back and also some negative interactions with other team members. Is it time for her to go?

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Depends. Is she neurodivergent which may explain some of her behaviors? Is she good at her job? Are you valuing personality over ability/skill?

likeuplifting

Hope the OP sees this reply as well, and thank you CIO1 for raising this possibility.

I 100% agree with this question as a recently "officially" diagnosed neurodivergent almost 40 (there's an entire "forgotten generation" where esp women close and over 40 were never diagnosed but just white-knuckled through life) I am one of those "please leave me alone as long as my work outcome is good and I'm hitting my targets" people.

I think OP may need to re frame what new(?), unspoken/nuanced targets/expectations they're considering as what social expectations they have of their employee. They brought up points about the target numbers brought about due to feedback received during collaboration sessions etc. as an example. Perhaps, rather than looking at the issue from a participation POV, try rethinking of what these target social outcomes draw out and consider what other ways that these targets can be provided (clearly and directly explained, don't hint it - say it) and achieve the same results. I. E., if it's numbers and transparency that's needed from her, tell her and ask her how she would feel comfortable providing them?

Now... If her response is to roll her eyes and act like it's a new chore that's beneath her. Then yes prolly aim to dump her arse. But if she's willing to listen, try to understand that there's an additional set of expectations that she has to fulfill in lieu of more social interactions, and tries to meet somewhere in the middle? Then it's time for a culture shift of the org to accept that not everyone is going to fit the cookie mold of the neurotypical — as long as there's EQUITY not Equality, and the end results are good (granted a little extra work required)? Then let it be.

It sounds like you are weary. If executive coaching is not leading to improvements, that's problematic. Yet I'd ask is there a way for this person to benefit the organization and minimize the exposure to her attitude and stated personality weaknesses? What if you asked them for workable solutions to what you need and want?

Maybe the answers you'd learn to these questions could eliminate a need or desire for a parting of the ways.

If however a business breakup is deemed necessary, mitigate blowback by showing compassion by helping them find suitable replacement employment.

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Sounds that way. https://youtu.be/PTo9e3ILmms?si=xg_0mKunsWwPz25M

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