Why “The Great One” Wasn’t
So Great
The Danger in Hiring The Superstar
We’ve all been there . . . or we have watched
it happen, shaking our heads. Management places the outstanding performer in
a training role, only to watch the person implode in the new
position.
For us Canadians, the most recent example was
Wayne Gretzky’s foray into coaching for the Phoenix Coyotes of the NHL. Wayne
is considered the greatest hockey player ever. Unfortunately, the same cannot be
said about his coaching abilities. During Wayne’s tenure as coach, the Phoenix
Coyotes collapsed as an organization and are now on the brink of being
sold—they can barely give tickets away.
The hire-the-star
concept happens in all vocations. Yesterday, John Doe was the top-producing salesman
in the company; today, he’s in charge of the entire division. Sure, people who
are successful in their field come with the skills and knowledge of what it
takes to be great, but is that enough?
Sadly, the attitude that made them successful
as individuals carries the seeds of destruction when it comes to coaching or
supervising a group. Most of the “great” ones don’t like working with others. They
would much rather carry the load themselves. They are loners. They have spent
most of their waking hours developing their skill level and have watched as
others have had to “adjust” to fit their needs.
Just because someone is good on the playing
field or in the sales field doesn’t mean he or she will be good at transferring
that knowledge to others. It is critical that personal aptitude be given equal
weight with job skill.
How can you be certain you have the right
person in the position? To be successful, the candidate will need the
following attributes.
-
A genuine liking for working
with people
-
The ability to communicate clearly
-
The patience and ability to
get along with different kinds of people
I know that sometimes my ability to
communicate what needs to be done gets lost in translation. The work I do comes
naturally to me and I don’t always know how to explain how to do it, other than
saying “Because” or “I don’t know; it just works”—or my favourite, “You should
just know that!” An experienced person will often overlook some of the details
of the job because the work has become second-nature to him.
Every position requires someone who can clearly
instruct others on how to do the work. The person fulfilling the coaching or
supervisory role needs to have the necessary skills and judgment to understand
- how to present relevant
information about the job’s complexity; and
- how much knowledge the
person being coached brings to the job.
Too often, the great ones don’t have that
skill.
Those who have risen to stardom have often
done so on a combination of natural and nurtured skills. As a result, their
patience in working with others is often diminished. I know in my own life that
I can become critical and lose patience with someone if the individual isn’t
“getting it” as quickly as I think he or she should. Just ask some of my family
members. ☺
I would much rather work with those on my office
team who “get it” right away . . . those who understand where I am coming from.
A team, however, is comprised of a number of different people with unique DNA
who need a leader able to understand where they
are coming from as learners.
To successfully lead a team takes patience
and the ability to work with people who are at various points on their journey.
I am thankful for past supervisors who have been patient with me.
So the next time you are looking for someone
to fill a supervisory role, ask yourself these questions.
- Does this person genuinely like working with people?
- Can this person clearly communicate how to effectively perform the work to
others?
- Does he have the patience and ability to get along with different
kinds of people?
- The ability to convey information
Do you know you can use a simple process to
identify, among the rank-and-file, the individuals who are the best bets for
fulfilling supervisory or coaching roles? CRG Consulting Resource Group offers a
great set of tools to help both the supervisor and the employee better
understand the way people prefer to learn. I would encourage you to check out CRG’s
Instructional
Style Indicator and Learning Style Indicator to get a
better handle on becoming a great coach and leader of people.
To find out more
about the full holistic suite of CRG solutions,
please visit us online at http://crgleader.com/assessments-and-solutions.
Yours truly,
Neal Diamond
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