Dear Yogesh,

I am a regional president for a global financial services company. About five years ago, I hired Rohan, a brilliant young man—let's call him Whiz Kid—to bring creativity and innovation to how we use technology and approach regional customer acquisition. He’s a genius in terms of IQ, with a remarkable ability to grasp complex ideas and create actionable plans. He also had a knack for building relationships and influencing people to embrace new approaches with minimal drama.

His contributions were so impactful that he was invited to join the leadership team, and the projects he’s led have significantly improved our business, which historically lagged behind other regions. Some of his ideas have even been selected for global application. He’s been well compensated for these successes, and I credit him fully for much of our progress.

However.

I recently heard through the grapevine that at a leadership meeting, Whiz Kid acted very poorly. This was the meeting where the business unit leaders were aligning their goals with the strategy set by the executive team, which includes other regional presidents. Whiz Kid was overheard claiming that he’s the only strategic thinker in the entire global organization—this, including our CEO, who is world-renowned. He was openly dismissive of our strategic initiatives.

During our last one-on-one, Whiz Kid confided that he was insulted for not being invited to join the executive team and that he feels he should be paid double what he’s currently earning. Furthermore, he’s distanced himself from execution on many of his recent projects, stating that those tasks aren’t a good use of his time anymore.

I can’t help but feel like I’ve created a monster. How do I reel him in and help him realize that, while he’s incredibly valuable, there’s still a lot he needs to learn about leading others?

krishna

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Dear Krishna,

This is a scenario I’ve seen before. When someone enters an organization with exceptional talent and delivers extraordinary results, it’s easy for them to miss the fact that they still have a lot to learn. For someone as brilliant as Whiz Kid, there’s little incentive to step back and refine the other, often less glamorous, aspects of leadership. If he can already achieve remarkable success through his abilities, why would he want to slow down and work on areas where he might not yet excel?

I’m sure you have a clear vision of what good leadership looks like—so do I. But let’s not forget that those views are shaped by our own experiences. Whiz Kid’s perspective is different, and he likely hasn’t had the same learning curve that we did. You may be right in thinking that he has a lot to learn, but in his mind, what he already knows and does might feel like enough.

It sounds like you’re faced with a classic challenge: you can have a conversation with him about leadership and the importance of organizational harmony, but whether or not he’s willing to listen is another matter. He may take your advice to heart—or he may not. In either case, you need to be prepared to either meet his demands or risk losing him to another opportunity where he feels his talents are more fully recognized.

One possible solution could be negotiating a consulting arrangement, where he could continue to contribute his expertise on a part-time basis while exploring other opportunities. Many exceptionally talented people prefer the freedom of a consultant role, where they can focus on what they do best without the constraints of organizational politics.

Ultimately, the decision is yours. I know you don’t want to lose his contributions, but you also need to protect the culture and cohesion of your team. Finding a way to leverage his strengths without allowing him to disrupt the team dynamic could be the key.

It’s worth trying to impart wisdom on topics like humility, paying your dues, and what makes someone successful in the long run. However, in my experience, real change only happens when the pain or cost of not changing outweighs the pain of changing.

You didn’t create the monster—it was always there. What you can do is find ways to leverage his genius while managing the challenges he brings. In time, he will reach his limits—everyone does. The question is how you handle that transition and keep both him and your team moving forward.

Best wishes,

Yogesh