Tag Archives: managing

Why Hiring A Star Might Be A Short-term Decision

Think about the best coaches, the ones who will go to their respective Halls Of Fame based on their coaching achievements.  Now think about players who are in their sport’s Hall.  The lists don’t often cross – in basketball there are only three: John Wooden, Bill Sharman, and Lenny Wilkens.  In golf, I can’t think of any Hall of Famers who were both great players and renowned teachers.  In the NFL, maybe Dick LeBeau will get there as a defensive innovator – he’s already in as a player – but that’s about it.  You can look up baseball and other sports – it’s not a long list anywhere.

The fact is that the best players are usually not the best coaches.  Most of the great coaches were average players during that aspect of their careers.  I played a lot of sports and was in the “average” category.  From my own experience I know that I had to pay a lot more attention to technique and strategy that the guys who had way more skill than I did, and I suspect that’s true (at a much higher level) with all of the great coaches.  As a mediocre golfer, I got better by practice (although I still am pretty bad) but also by learning about swing flaws, and now drive my friends nuts by analyzing every swing I make while they just swing and play pretty well.  Which of course got me thinking about how this is applicable to business.

The best salespeople I know were also notorious for not paying attention to “technique.”  They are just gifted in sales and lousy in things like administration and filing expense reports accurately and on time.  Great salespeople often make horrible sales managers because they can’t explain how to do what they do.  Ask an artist to explain the creative process and you get a very different answer from an academic.  The latter will talk about psychology and biology; the former about inspiration.

When someone know what it’s like not to have natural ability – the gift of superior skills – they work harder to become proficient.  They take nothing for granted.  So the question is this:  is it better to hire a naturally gifted star, knowing that they will at some point become frustrated in a larger role (the transition to management) or do we hire the person of above average skill who has worked hard just to compete?

Thoughts?

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More Doh!

A couple of Foodie Fridays ago, I wrote about a Cooking LIght piece that discussed some of the more common mistakes we amateur cooks make.  Since it’s Friday again (funny how that happens every week or so), I thought I’d present a few more lessons from the kitchen and remind us how what goes on in the kitchen is a lot like what goes on in business.

Today’s first mistake comes from the world of baking.  Unlike cooking, baking is very precise, mostly because it’s chemistry.  The problems come when untrained bakers begin to make substitutions in a baked good.  You know – something sounds too fattening (I hear that’s possible) so you change the butter to oil or applesauce.  Maybe you use a sugar substitute instead of some or all of the sugar.  That’s a noble idea but it disrupts the basic chemistry of the cake and it often comes out badly.  Business is a lot like that.  Some supervisors think that all their workers are interchangeable and ignore the basic chemistry of a good team.  Unfortunately, that kind of thinking often results in a less than optimal result.

Error number two is not understanding the difference between boiling and simmering.  Boiling something happens at a much higher heat than does simmering it gently.  While boiling rather than simmering can cook a dish more rapidly, the result is rarely edible.  Boiling a stew instead of simmering it can result in tough meat, for example.  In business, the equivalent error is yelling and screaming at someone – turning the heat way up – instead of applying a gentle heat that might take a bit longer to work but yields better results.

Finally, many home cooks don’t use thermometers to check the temperature of meat.  They rely on timing as stated in a recipe or some calculation like 6 minutes per pound instead of checking to see if the meat has come to a proper temperature.  This can result in a product that’s over- or under-cooked.  I know of people who don’t rely in measuring devices such as analytics to run their businesses and that’s the equivalent mistake.  There’s no way to tell how a business is doing – digital or otherwise – without using impartial measurements of some sort.  Just as a beautifully browned roast may not be cooked, a business that looks nice on the outside may not be fit for consumption once you dig in.

Enjoy the weekend!

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Me Or Your Own Eyes?

You’ve probably heard some version of the 18th century joke about a wife who, caught by her husband in bed with a lover, denies the obvious and adds: ‘Whom do you believe, your eyes or my words?’ The Marx Brothers used a variant of it in Duck Soup when Chico, dressed up as Groucho, asks “who you gonna believe, me or your own eyes?” Obviously people believed their own eyes since the quote is usually attributed to Groucho.

Groucho Marx

Groucho Marx (Image via RottenTomatoes.com)

I thought of that quote as I was trying to explain a report to someone. They kept telling me the same story about what was going on in their business even though the data was saying something quite different.  Who was I going to believe: them or my own eyes?  Or my own data?

One of the big trends these days is a discussion of “big data.”  In a nutshell, almost everything we do these days in business generates data, and most of the managers I know are drowning in the stuff.  Despite that, most of the companies in which these managers work are not what I’d call a data-driven culture.  In fact, they suffer from the same issue mentioned above.  The will often fit the data to the story instead of letting the data help them solve the questions raided in the telling.  McKinsey stated in one of their reports that:

By 2018, the United States alone could face a shortage of 140,000 to 190,000 people with deep analytical skills as well as 1.5 million managers and analysts with the know-how to use the analysis of big data to make effective decisions.

What’s needed is change management with a goal of developing a data-driven culture. Maybe that’s too strong – how about a culture in which data isn’t subordinated to the role of being used selectively to reinforce or justify bad decision-making?  At some point, people have to learn to trust their own eyes – the data they see – and not the stories they hear.  That’s what I think – you?

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