mutilation for decades in the way we develop leaders. The cost in wrecked lives
and marriages is high enough. But it's the lost productivity that the bean
counters will focus on.
bright young manager who appears to have 'moves' in them. Upward moves, that
is. They're talented and hard-working and they should be able to progress
upward through the organization's ranks. Maybe be a C level one day.
role. But it's a role that needs, let's say, some political awareness which so
far they haven't shown. There are some highly ambitious execs on the next level
up and your protege will have to be canny. So in order to prepare them, you put
them on a short management course to teach them about consensual
decision-making, negotiation skills and the like. A sort of 5-day MBA.
it's not pretty. Your next Bill Gates is very good at detail and process. But
they fail at every turn to win support from same-level managers in sales,
marketing and other divisions. He or she has the negotiating skills of a timber
wolf and just as many friends. The wheels are coming off a once-promising
- Did you promote them too soon?
- Did you promote them for the wrong reason?
- Did they deceive you that they were better
than they were?
is admirable. But here's where you - and we - have been crazy all these
years. I've bolded and centered it because it's vital you get this:
natural talents before pushing them up the ladder.
for networking and political maneuvering was non-existent. Putting them on that
particular management course was like trying to turn an engineer into a dancer
by giving him some ballet shoes. Some people just don't dance. You pushed them
up the wrong career ladder and, for them, it turned into a snake.
omelette. Your colleague can't become someone they're not, just because a job
opening requires it. And don't try to intuit or guess your colleague's hidden
talents. That's like trusting a pine cone to tell you the weather. Fine if you
lived in a stone hut but not in an era of satellite forecasting.
you're British or Australian).
strengths and talents and encourage them to build their career around
these. Method Teaming is a science that understands this stuff. It can
literally map someone's talent and display it on a single sheet. It's the
satellite forecasting to your intuition's pine cone. (If you still trust your
intuition more than science, remember that 80% of us hate our jobs [Deloitte]. Your
intuitive vision just might be perfect but the rest of us can't find our own
reflection in a hall of mirrors, let alone someone else's.)
use the best scientific tools to help them on in their career?
sleep, you won't do it by pushing people onto snakes instead of ladders. Just
think of what the bean counters will have to say about all that lost