It takes many different types of people to lead an organization, and finding the right fit for the job is rarely easy. Management professionals run the gamut from intelligent to ignorant and energetic to lazy. Identifying the exact style used by your managers or potential management hires can give you a fair understanding of what they are likely to contribute to the organization. It may also provide an indication of just how high they are likely to reach in the company hierarchy or where they may be most successful.
Erich von Manstein was a top WWII strategist who is one of two men quoted often for their practice of dividing men into groups of clever, stupid, diligent, and lazy. Manstein understood that up to 90 percent of his troops would fall into the stupid and lazy category and knew that busywork and menial tasks were the right way to keep them motivated and engaged. He warned against those who were stupid and diligent, as they would “cause only mischief.” Identifying your staff in such a way may help you more adequately assign tasks based on their skills and ambitions, though you should exercise caution when applying labels.
Management professionals who fall into the categories of clever and diligent are likely to make good managers at the middle level. These are company men who possess both the intelligence to help drive the company and the energy to ensure that things are done in a timely manner. They are likely to give themselves wholly to the company, making management their life's ambition and striving for peak performance in almost any role. While this makes them good managers, it may also rob them of the insight needed to question company decisions. This can result in a team made up of smart people who are unlikely to speak up or challenge established methods.
The final group, comprised of those who are clever and lazy, is likely to attain the greatest heights of leadership in a company. This group understands that management is not always about efficiency. These men and women are likely to focus on effectiveness. Instead of repeating the same tasks over and over and striving to cut mere percentage points off of delivery times or costs, they may seek out completely new ways of doing things that revolutionize businesses or even entire industries. Their laziness drives them to avoid ineffective means. It may also prevent them from striving to move up in the organization, especially if they feel effective in their current roles.
Management is not an exact science. Labeling and organizing personnel is a tricky matter, but it can reap great benefits if handled delicately. Rather than rote charts, intuition and experience may provide all the indications you need to determine which individuals or applicants have the desired traits for important management functions. Leadership and management are often intertwined, but not always. Understanding how people think and act is the first step toward promoting leaders and allowing managers to do their all for your company.
(Photo courtesy of freedigitalphotos.net)
Become a member to take advantage of more features, like commenting and voting.
Register or sign in today!