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« The Look Alike | Main | Boss, What's Your Long Term Plan For Me? »

July 30, 2015

Comments

CH

In some companies, super chicken is rated Outstanding and obtained good merit. :)

Sam

Great lesson about the value of collaboration. Knowledge shared is knowledge gained.

A Quality Guy

When I hire new team members from internal transfers, I rarely worry about technical capability. I'm more concerned about compatibility of the new person with the rest of the team. Consequently, I have other team members on the interview panel, and let the team make the final hiring decision. In the past 10 years that I've been using this method, we've put together very successful teams.

CG

My experience is that having a team of individuals willing to collaborate is definitely more productive than having a team with one or two super stars. The super chickens pecking each other to death ties in nicely to an article I recently read on Forbes titled "Five Stupid Rules That Drive Great Employees Away" http://www.forbes.com/sites/lizryan/2015/07/22/five-stupid-rules-that-drive-great-employees-away/ . The article points out that "If you give your managers a bell curve and tell them that only a certain percentage of employees can be rated top performers, another percentage average performers and so on, then you are literally designing mediocrity into your team." "Stack ranking is an abomination and the opposite of a leadership practice, since it pits employees against one another instead of encouraging collaboration." I find it interesting that a company can on one hand pride itself for only hiring top tier candidates while at the same time telling managers that a minimum number of employees must be identified as underperforming every year. This environment leads to the chickens (i.e. good employees) pecking each other to death.....

Concerned

Fantastic, thanks for sharing. I hope a certain group of senior managers internalize this.

richard rudberg

I don’t have clear visibility of how to make this management/team utopia. However, I have seen enough teams in my life to know that there are principles contained herein that are the foundation to success for the best teams in which I have participated.

As I reflect on the best managers that I have worked for, they all consistently valued the health of the team equally with the health of the indicators. Any one member allowing another member to fail so that they could selfishly appear stronger was rapidly corrected.

The worst teams I have worked for encouraged blind competition and separatist principles to achieve short term success. Short term, this worked, but always at the long term expense of the organization and its long term deliverables.

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