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????要想激勵有本事、有脾氣的員工拿出最好的表現，里維斯建議，將他們與工作栓到一起?！安灰f：‘團隊必須在某某日期之前得到X結果?！瘧撏怀鏊牟糠郑骸疄榱舜_保團隊實現X，你必須達到Y?！比缓蟊憧勺屍渥杂砂l揮。里維斯稱：“告訴這類員工應該如何做，通常不會產生任何效果。他們自己會努力找到更好的辦法，而且他們往往也的確能夠做到?！?/p>

????3. 明確期望值。坐下來和恃才傲物的員工開誠布公地談一談，到底哪里出現了問題，不必擔心太過直接。格雷厄姆?里維斯說：“不用像對待其他員工那樣‘斟詞酌句’，用好話來做鋪墊，因為這類員工們非常清楚自己的價值。所以不妨開門見山地說：‘這是你的行為對團隊其他人的影響，比如不參加團隊會議，我需要你從現在開始做到這些事情?！?/p>

????她補充道：“我們曾經對NFL的培訓師進行指導?！彼麄兊穆氊熅褪菐椭鷮⒚餍乔騿T轉變成負責任的團隊成員?！芭囵B新的習慣需要一點時間，但卻可以讓人們負起責任，并提醒他們記住，你希望看到他們的變化?！?/p>

????4. 提供盡可能多的學習機會。恃才傲物的員工比其他人更容易對工作感到厭煩（這也解釋了為何他們會如此頻繁地更換工作）。而且，里維斯發現，這類員工很喜歡“自己是所在領域最新、最熱潮流引領者”的感覺。所以，留意最前沿的培訓、有趣的會議和其他學習機會，提供給這類員工。這些機會不論成本多高，肯定低于招聘新人的代價。

????5. 不斷給他們提供新的挑戰。里維斯承認自己也是一名有本事、有脾氣的員工。她在書中寫道，自己在30歲之前曾經換過六份工作，有朝一日卻突然醒悟：“當我參與新項目或遇到新問題的時候，我對工作便充滿了熱愛……促使我不斷前進的，是新事物帶來的刺激……大多數桀驁不馴的員工在一個項目結束，而另一個項目卻仍杳無音訊的時候，會感到悵然若失，情緒低落?！?/p>

????正是認識到這一點，最終讓她有了創業的打算，但你肯定不希望自己的HMHP員工也這么干。所以，最好的做法便是，讓他始終有新鮮的謎題去解決，這樣才會讓他始終對工作充滿熱情。有恃才傲物的員工做自己的下屬，有一種好處是非常確定的：他們的鮮明特點之一便是，從來不知道什么叫“加班”。

????祝你好運。

????反饋：你是否曾與恃才傲物的員工共事過，或者曾試圖駕馭這類員工？你認為自己屬于這類員工嗎？歡迎評論。

????譯者：劉進龍/汪皓

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????To bring out an HMHP's best performance, Leviss says, make it about him. "Instead of saying, 'The team has to get to X result by such-and-such a date,' focus on his part of it: 'In order for the team to get to X, you have to produce Y.'" Then stand back. "It's usually pointless to tell an HMHP how to get there," says Leviss. "He or she will just try to find a better way, and they usually can."

????3. Make your expectations clear.Sit down with your HMHP for a frank discussion of exactly what isn't working, and don't hesitate to be blunt about it. "You don't need to 'sandwich' your remarks with praise, as you might with other employees, because HMHPs already know they're extremely talented," Graham Leviss says. "So get right to the point: 'Here's how what you're doing -- skipping team meetings, for instance -- affects everybody else, and here's what I need you to start doing instead.'

????"We do this kind of coaching with NFL trainers" who must turn star players into responsible team members, she adds: "It takes a little while for new habits to form, but hold people accountable and remind them of the changes you've said you want to see."

????4. Provide as many learning opportunities as you can.High-performance employees get bored more easily than others (which helps explain why they tend to change jobs so often). They also "like to feel that they're on top of the latest, newest, hottest" trends in their field, Leviss notes. So be on the lookout for cutting-edge training, interesting conferences, and other learning experiences you can offer your HMHP. Whatever the cost, it's lower than the price of replacing him.

????5. Keep the challenges coming.Leviss, a self-confessed HMHP, writes in her book that, having changed jobs six times by age 30, she had an epiphany: "I loved my job when I was working on new projects or new problems…. It was the thrill of something new that kept me going…. Most high-maintenance employees are unhappy when a project is over and they don't have another one in sight."

????This eventually motivated her to start her own company, but you probably don't want your HMHP to do that in this case -- so make sure he never runs out of fresh puzzles to solve. A definite upside of having HMHPs around: One of their defining characteristics is that they don't know the meaning of the word "overwork."

????Good luck.

????Talkback:Have you ever worked with, or tried to manage, an HMHP? Do you think you are one? Leave a comment below.