When it comes to hiring people and launching projects, it is important to look at the ratio regarding how great the headaches will be versus what the potential rewards or benefits will be. Sometimes we accept big headaches from a person or a project for very little reward. If you are going to have the pain, there should also be a corresponding reward.
For example, one organization was interviewing a very talented person for a senior position, but he had a reputation for being a bit difficult to work with. Should they hire him? Another organization was looking to launch a new program that was innovative and expensive yet there was doubt regarding its long-term benefit and impact. Should they proceed with developing it?
Below is a tool to better understand the Headache vs. Reward Ratio so you can apply it to your organizational context. For the ideal situation, seek low headache with high reward. At times, high headache with high reward may also be acceptable. But, never accept high headache with low reward.
High Headache / Low Reward
The person you are working with or considering hiring is a major headache and adds very little value.
The project you are launching or considering is highly complicated and the rewards appear low.
Recommended Action: AVOID
High Headache / High Reward
The person you are working with or considering hiring is a major headache but can add significant value.
The project you are launching or considering is highly complicated but the potential is high.
Recommended Action: PROCEED WITH CAUTION
Low Headache / Low Reward
The person you are working with or considering hiring is pleasant to work with but adds very little value.
The project you are launching or considering is not complicated but the rewards appear low.
Recommended Action: AVOID
Low Headache / High Reward
The person you are working with or considering hiring is pleasant to work with and adds high value.
The project you are launching or considering is not complicated and the potential rewards are great.
Recommended Action: PROCEED
A new team member or new product/initiative can be a defining moment for any organization. The goal is to have it be remembered not for the pain and destruction it may cause but rather for the impact and benefit it can bring to your mission and your culture.
To learn more about how our consultants can serve as a trusted advisor as you make decisions about your team and the direction of your organization, contact us.
Jay Desko is the President & CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.
