Companies hoping to recruit the best and the brightest must demonstrate that they trust their employees with the freedom to work anywhere. They must assume that they’re buying talent and dedication, not what the Brazilians call “butt-on-chair time.”
A lot of highly driven people think they don’t need well-defined plans. They have talent, so they just want to get in the game, hustle, wing it, and see what happens. That might work when they’re just starting out and everyone on the field around them is also uninformed.
As a manager, your job is not to teach people talent. Your job is to help them earn the accolade “talented” by matching their talent to the role. To do this well, like all great managers, you have to pay close attention to the subtle but significant differences between roles.
The best way to help an employee cultivate his talents is to find him a role that plays to those talents.
For most of us, talent seems like a rare and precious thing, bestowed on special, faraway people. They are different, these people with talent. They are “not us.”
There’s a vast amount of research on what happens when we believe a student is especially talented. We begin to lavish extra attention on them and hold them to higher expectations. We expect them to excel, and that expectation becomes a self-fulfilling prophecy. That should bring into question what we do with our kids and […]