Star Trek: The Next Generation Season 3; Episode 21 “Hollow Pursuits”
PICARD
I’m not accustomed to seeing an unsatisfactory rating for one of my crew.
RIKER
I guess the issue is whether Mister Barclay is Enterprise material.
PICARD (to Geordi)
I assume from your request for his transfer that you don’t think he is, Commander…
Geordi takes a beat — he’s aware of the impact of this answer…
GEORDI
I hate to say it… I always thought I could work with anyone… but I just can’t stand the guy. Broccoli makes me nervous… he makes everyone nervous…
PICARD
Broccoli?
RIKER
Young Mister Crusher started it. I’m afraid it’s caught on.
PICARD
Let’s get it uncaught, shall we?
They acknowledge.
PICARD
By all indications, Barclay has served honorably in Starfleet for many years. His rating aboard the Zhukov was satisfactory… I recall Captain Gleason speaking quite highly of him before his transfer…
RIKER
In retrospect, I wonder if Captain Gleason wasn’t buttering our bread a little… He knew we were looking for a diagnostic engineer.
Picard glances at him. A beat. Frowns.
RIKER
I’ve reviewed Barclay’s psychological profile. He’s always had seclusive tendencies… it was noted at the Academy more than once…
PICARD
And yet he chose this way of life; he’s made the same commitment to Starfleet that we all have…
(beat)
It’s easy to transfer our problem to someone else. Too easy.
GEORDI
Captain, it’s not like I haven’t tried…
PICARD
Try harder. He’s on your team. Manage him. Pull him in. Find ways to help him make a positive contribution. Get to know the man. Make him your best friend.
Geordi smiles with a bit of incredulity…
GEORDI
With all respect, sir… my best friend? I can barely tolerate being in the same room with the man…
PICARD
I suggest you put your personal discomfort with him aside, Commander. Dismissed.
The Company is currently facing a significant issue that demands immediate attention. In this scenario, the Department Head or VP, Geordi, has approached the COO, Riker, seeking approval for what essentially amounts to a termination decision. Riker grants preliminary approval but underscores the need for final consent from the CEO, Picard.
This situation underscores the gravity with which every termination should be considered, and Picard serves as an exemplar in this regard. Geordi proceeds to explain his reasons for considering the termination of Barkley, albeit with the use of an unflattering nickname.
Picard promptly recognizes this as inappropriate behavior that runs counter to the company’s values. It’s important to note that, at this juncture, this is the extent of any consequences discussed. The matter is addressed after making sure the expectations are clearly communicated and understood, and the meeting then shifts focus to the central issue: Barkley’s subpar performance in his current role.
Problem: Barkley’s performance falls below the minimum standards expected for his current position (it’s imperative to be as specific as possible to eliminate any assumptions).
Proposed Solution: Termination
Meeting Goals: The primary objectives are to delve into the potential root causes of the problem and evaluate whether the proposed solution aligns with the company’s values, thus determining the appropriate course of action.
Meeting Preparation: Picard has conducted an independent study of the employee in question, ensuring a comprehensive understanding of Barkley from various perspectives, not solely relying on the line Manager’s viewpoint. Barkley’s resume and work history present a positive picture with excellent recommendations, indicating proficiency in his job. No discernible issues were evident from this data.
Riker astutely raises concerns about the accuracy of the data, highlighting the prevalence of unreliable information in today’s internet-driven world. He even questions the integrity of Barkley’s references. In response, Picard could choose to contact the references directly to verify their accuracy. However, Picard acknowledges the ethical issue in relying solely on someone else’s integrity. Barkley wasn’t hired based solely on one person’s opinion; Picard has thoroughly reviewed his work history. It would be unjust to terminate him solely based on the judgment of others, recognizing that people can be fallible, and circumstances can lead them to provide misleading information when under pressure. Geordi’s urgency to opt for the quickest and easiest solution is also considered.
Riker introduces further evidence supporting the termination as the appropriate solution, citing what we could equate to a personality compatibility test. Personality tests and similar assessments have become common prerequisites for employment at GPTW (Great Place to Work) companies. It’s important to note that even if someone doesn’t appear perfectly compatible, they made a conscious choice to apply for the position, underwent the entire selection process, and accepted the job offer. Both the company and the individual have a stake in this relationship.
Possible Solutions:
- Do Nothing: A viable option when faced with impulsive decisions or a lack of sufficient information.
- Termination: As proposed, should be considered seriously if all other avenues have been explored.
- Require Training: An option to address performance issues through skill development and support.
- Finding a Different Position Within the Company: If appropriate, this can be explored to utilize the employee’s strengths in another role, thus avoiding termination.
Before any path is taken, we must know one thing, the root cause. Why would someone who gets it, wants it and has the capacity to do it, act the contrary?
Picard knows this and sets Geordi on the path to find the root cause. He encourages problem-solving, open communication, and accountability among his crew members while setting high expectations for their behavior and leadership abilities.
The remainder of the episode illustrates the profound impact of personal relationships, or their absence, on an individual. High-performing teams thrive on inclusivity, fostering an environment where individuals can truly express themselves. The greater an individual’s ability to be authentic, the more fertile ground the team has for creativity to flourish. Teammates should never feel hesitant about presenting unconventional ideas for collective exploration. While some of these ideas may seem far-fetched, they often contain valuable elements that can contribute to the overall solution.
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