Many managers face the challenge of working with super smart, technically gifted employees who don't always collaborate well with others. Busy managers spend time they can ill afford trying to mitigate interpersonal issues or buffer team members from the behavior of one dominant person. This "difficult" employee is sometimes described as condescending, argumentative, insubordinate, intimidating and disrespectful. Often the employee has been promoted and given high ratings on the basis of technical know-how while their poor interpersonal skills are minimized or overlooked to the detriment of the employee and their co-workers. When unproductive, career limiting attitudes and behaviors go unaddressed the problems often compound until companies either terminate or force these high performers out. Research has repeatedly shown that the cost of losing talented employees is very high---easily several times the person's compensation.

Leadership coaching can be a very effective remedy for this all-too-common situation. Whether coaching is provided internally by the employee's manager, a more senior level manager, an internal organizational consultant or by an external coach, here are a few tips to turn difficult employees into highly respected leaders and contributors.

Clarify requirements for the role. High performing employees need to understand that being smart or being right is not the end game. To be successful in their role and to progress in their career, they also need to understand what is expected in terms of working well with others, being a team player and becoming an effective leader. When providing feedback, be careful not to label behaviors (aggressive, bossy, condescending, etc.). Rather be specific in describing the behaviors you want to see them change or improve.

Seek first to understand. Don't assume you know the reasons or motivations underlying the difficult behaviors. Ask questions and listen deeply to learn how the employee views the current situation and the challenges they face. Then help the employee find alternative ways for engaging successfully with others, such as asking good questions, active listening, asking for input, etc.

Help them re-define their role. Often, the "socially challenged" employee has relied heavily on their intellectual intelligence to get them where they are. They may have received kudos in the past (or even currently) for being the go-to person with the know-how and the answers. Perhaps their role could be expanded from subject matter expert to subject matter "developer"; i.e., helping others develop their own technical knowledge and skills and leading teams to build consensus.

Reframe the dynamics. In discussing interpersonal dynamics it is not so much about determining who's right or wrong. The focus should be on what works. Intimidation, argumentativeness, and one-upmanship behaviors do not work in the long run. Discuss the benefits of moving from competition to collaboration. If other team members are frustrated by this employee or reluctant to be part of the team, then results are ultimately diminished. Help them appreciate that they ultimately need the cooperation of others in order to be successful.

Offer positive reinforcement. People need ongoing encouragement and positive feedback when they are exploring new behaviors. When you see the employee make the effort to improve, be sure to let them know what you specifically noticed and appreciated.

Assuming that hard-working, high achieving employees are open to change and committed to advancing their careers, your organization would be well served to invest the resources to help them make desired changes. Most often, this will not be a quick fix achieved through one conversation or by sending them to a training program. Following the suggestions outlined above will require several months of coaching and feedback. The payback on helping employees understand the importance of developing positive working relationships as well as getting results will be substantial for you, the employee and your organization.