Do you remember the first time you had to choose people for your team? Many people are likely to struggle with this decision.
On one hand, we want to hire talented individuals, but on the other, we might hesitate, wondering if we should have team members who are smarter than us. However, there are many compelling reasons why hiring smart people is often the better choice.
For managers or team leaders, it’s natural to feel concerned about having subordinates who are more talented. It’s a common instinct to prioritize safety, which can lead to worries that having more capable team members might undermine your image as a leader or challenge your ability to manage them effectively.
If we fall into this trap of worry, we might end up choosing someone less skilled simply because we feel more comfortable with them. The problem with this approach is that if the person doesn’t meet the required standards, it can impact the overall team performance, potentially forcing us to take on tasks that aren’t our responsibility—an outcome that’s far from ideal.
Choosing subordinates who are more talented—those with specific skills that surpass our own and fill gaps in the team—can lead to a high-performance team. Moreover, having more capable subordinates can also push a manager to improve. These individuals often offer valuable insights and challenge leaders to enhance their management and leadership skills.
Once you've decided to hire talented individuals, here are some tips for managing them effectively:
1. 𝐅𝐨𝐬𝐭𝐞𝐫 𝐚 𝐬𝐚𝐟𝐞 𝐞𝐧𝐯𝐢𝐫𝐨𝐧𝐦𝐞𝐧𝐭 where they feel comfortable expressing their opinions and showcasing their abilities.
2. 𝐀𝐜𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞 𝐭𝐡𝐞𝐢𝐫 𝐠𝐨𝐨𝐝 𝐰𝐨𝐫𝐤, but avoid excessive praise to prevent inflated egos.
3. 𝐄𝐧𝐜𝐨𝐮𝐫𝐚𝐠𝐞 𝐭𝐡𝐞𝐢𝐫 𝐠𝐫𝐨𝐰𝐭𝐡 by providing opportunities for them to step outside their comfort zones.
Hiring talented people is the first step in adding value to the organization. The next challenge is managing them in a way that fosters teamwork and maximizes their contributions.
In the end, leadership isn’t about being the smartest person in the room—it's about creating an environment where everyone can thrive and contribute their best. As Steve Jobs wisely said, “It doesn’t make sense to hire smart people and tell them what to do. We hire smart people so they can tell us what to do.”
.
Ref: https://lnkd.in/eMfzKm_t
https://lnkd.in/eHFFFSY4
On one hand, we want to hire talented individuals, but on the other, we might hesitate, wondering if we should have team members who are smarter than us. However, there are many compelling reasons why hiring smart people is often the better choice.
For managers or team leaders, it’s natural to feel concerned about having subordinates who are more talented. It’s a common instinct to prioritize safety, which can lead to worries that having more capable team members might undermine your image as a leader or challenge your ability to manage them effectively.
If we fall into this trap of worry, we might end up choosing someone less skilled simply because we feel more comfortable with them. The problem with this approach is that if the person doesn’t meet the required standards, it can impact the overall team performance, potentially forcing us to take on tasks that aren’t our responsibility—an outcome that’s far from ideal.
Choosing subordinates who are more talented—those with specific skills that surpass our own and fill gaps in the team—can lead to a high-performance team. Moreover, having more capable subordinates can also push a manager to improve. These individuals often offer valuable insights and challenge leaders to enhance their management and leadership skills.
Once you've decided to hire talented individuals, here are some tips for managing them effectively:
1. 𝐅𝐨𝐬𝐭𝐞𝐫 𝐚 𝐬𝐚𝐟𝐞 𝐞𝐧𝐯𝐢𝐫𝐨𝐧𝐦𝐞𝐧𝐭 where they feel comfortable expressing their opinions and showcasing their abilities.
2. 𝐀𝐜𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞 𝐭𝐡𝐞𝐢𝐫 𝐠𝐨𝐨𝐝 𝐰𝐨𝐫𝐤, but avoid excessive praise to prevent inflated egos.
3. 𝐄𝐧𝐜𝐨𝐮𝐫𝐚𝐠𝐞 𝐭𝐡𝐞𝐢𝐫 𝐠𝐫𝐨𝐰𝐭𝐡 by providing opportunities for them to step outside their comfort zones.
Hiring talented people is the first step in adding value to the organization. The next challenge is managing them in a way that fosters teamwork and maximizes their contributions.
In the end, leadership isn’t about being the smartest person in the room—it's about creating an environment where everyone can thrive and contribute their best. As Steve Jobs wisely said, “It doesn’t make sense to hire smart people and tell them what to do. We hire smart people so they can tell us what to do.”
.
Ref: https://lnkd.in/eMfzKm_t
https://lnkd.in/eHFFFSY4
