The catalyst role describes what great managers do. It tells us
nothing about how they do it.
So, how do they do it? How do great managers release the
potential energy of their people? How do they select a person, set
expectations, motivate and develop each and every one of their
employees?
There is a scene in Raiders of the Lost Ark where a
frustrated Indiana Jones is trying to discover where to start
digging for the Ark of the Covenant. His adversaries, the Nazis,
have already begun their excavations and he is desperate to beat
them to the prize. The location of the Ark is inscribed on an
archaic ornamental headpiece and a gnarled Egyptian fakir is
turning it over in his hands, translating the Sanskrit symbols,
slowly, exactly. Suddenly, Indy stops his pacing. Hearing the
translation, he realizes that the Nazis have misunderstood the
ancient text. Their calculations are flawed. Their measuring stick
is too short. He turns to his partner and grins. "They're digging
in the wrong place."
When it comes to a manager's four core activities, conventional
wisdom is "digging in the wrong place." Its advice is close, very
close. But when you look through the eyes of great managers you
realize that each element ever so slightly, but so significantly,
misses the mark. Conventional wisdom encourages you to:
- Select a person . . . based on his experience, intelligence
and determination.
- Set expectations . . . by defining the right steps.
- Motivate the person . . . by helping him identify and
overcome his weaknesses.
- Develop the person . . . by helping him learn and get
promoted.
On the surface there seems to be nothing wrong with this advice.
In fact, many managers and many companies follow it devoutly. But
all of it misses. You cannot build a great team simply by selecting
people based on their experience, intelligence and determination.
Defining the right steps and fixing people's weaknesses are not the
most effective ways to generate sustained performance. And
preparing someone for the next rung on the ladder completely misses
the essence of "development."
Remember the revolutionary insight, common to great
managers:
People don't change that
much.
Don't waste time trying to put in what was left out.
Try to draw out what was left in.
That is hard enough.
If you apply their insight to the core activities of the
catalyst role, this is what you see:
- When selecting someone, they select for talent . . . not
simply experience, intelligence, or determination.
- When setting expectations, they define the right
outcomes . . . not the right steps.
- When motivating someone, they focus on strengths . . .
not on his weaknesses
- When developing someone, they help him find the right
fit . . . not simply the next rung on the ladder.
We've labeled this revolutionary approach, "the Four Keys" of
great managers. Taken together, the Four Keys reveal how these
managers unlock the potential of each and every employee. Let's
examine how each of these Four Keys works and how you can apply
them to your own people.
Next week: How great managers define talent.