Many people are promoted for the ability to "make things happen," and many people start successful businesses because they know how to accomplish wonderful things. Unfortunately, execution is different than both management and leadership. When these "executives" manage other people, they hold them back.
When we are managers we must stop doing and start helping other people.
HBR Blogs: Why Good Managers Are So Rare, 2014-Mar-13 by Randall Beck and James Harter
If great managers seem scarce, it’s because the talent required to be one is rare. Gallup finds that great managers have the following talents:
- They motivate every single employee to take action and engage them with a compelling mission and vision.
- They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
- They create a culture of clear accountability.
- They build relationships that create trust, open dialogue, and full transparency.
- They make decisions that are based on productivity, not politics.
Gallup’s research reveals that about one in ten people possess all these necessary traits....
...finding great managers doesn’t depend on market conditions or the current labor force. Large companies have approximately one manager for every 10 employees, and Gallup finds that one in 10 people possess the inherent talent to manage. When you do the math, it’s likely that someone on each team has the talent to lead. But given our findings, chances are that it’s not the manager. More likely, it’s an employee with high managerial potential waiting to be discovered.
The good news is that sufficient management talent exists in every company – it’s often hiding in plain sight. Leaders should maximize this potential by choosing the right person for the next management role using predictive analytics to guide their identification of talent.
For too long, companies have wasted time, energy, and resources hiring the wrong managers and then attempting to train them to be who they’re not. Nothing fixes the wrong pick.