Many managers can relate to Joe, a middle manager who consistently receives great performance reviews. He’s motivated and hard-working, and also a quick study. He’s primed to move up to the next level, yet he’s always passed over for promotions.That’s because along with his many fine attributes, Joe has subpar interpersonal skills. He doesn’t collaborate well with fellow employees, often cuts off colleagues when they’re speaking, and gets angry and emotional in periods of high stress.So what should management do with Joe? He’s too valuable to jettison, yet too volatile to promote. Rather than squander his talent or lose his
