This weekend we were able to enjoy yet another win by our favorite team, the New England Patriots. One aspect of the Patriots I particularly admire is the mantra that “Coach puts each of us in the best position to succeed.” (One might argue that they drifted from that belief in week one, but I’m not here to talk about football strategy!) I have learned that as a manager my job is easier when I have people who are doing jobs that align with their native talents. Many times the struggles we encounter as a team leader, or as a contributor to the team, is when the objectives require us to do something beyond our capabilities.
I have seen many corporate structures where success is defined by promotions, and ‘better’ titles are associated with each promotion. Typically those promotions involve moving from an individual contributor or task-driven role to a more strategic managerial role. This may not always be putting employees in the best position to succeed. I can think of several colleagues over the years who stumbled on the transition required for this change, yet feel forced down the path due to long-standing corporate philosophies.
Being stagnant is never good, and I believe professional development can be beneficial in many cases. Completing a management skills training class is a great first step, but it is incumbent on both the employee and the employer to reassess after the training to see if the employee is truly on the track to succeed. Completing a course or training is great, but does not guarantee success. I could take many cooking classes, but I won’t be working as a chef in a restaurant any time soon.
We need to remove the stigma associated with people who do not climb the traditional corporate ladder. We need to reward success without the changes in responsibility required as a manager. Individual contributors can have huge impact on the business through insights and analysis, and directly impact the success their company achieves as well.
Originally published 9/22/2014