"Adversity has the effect of eliciting talents, which in prosperous circumstances would have lain dormant."
Horace
1st Century BC Poet
1st Century BC Poet
Does adversity "elicit dormant talent"? That sounds like the talent just naturally, unstoppably bubbles to the surface. Does it or do we need to purposely identify and eliminate those who don't perform? What happens if we don't?
We are in difficult times. How is your management reacting? Doing nothing, blanket cuts or thoughtful reaction to what for all is the biggest challenge to management in our lifetimes?
In the past poor performers were often referred to as "empty suits". These days it appears we have some wearing nothing at all and they've got to go.
We are in difficult times. How is your management reacting? Doing nothing, blanket cuts or thoughtful reaction to what for all is the biggest challenge to management in our lifetimes?
In the past poor performers were often referred to as "empty suits". These days it appears we have some wearing nothing at all and they've got to go.
Getting rid of only the empty suits: easier said than done.
ReplyDeleteThere is a fine line between incompetence and brilliance. Yahoo's Jerry Yang was much better thought of when he founded Yahoo than he is today running it.
i agree generally with the jerry yang comment but you have to keep in mind that yahoo is a SIGNIFICANTLY different and more complex company today than it was when he first started it.
ReplyDeleteand i think therein lies the key point of the original quote which is that adversity does tend to reveal another side (or sides) of managers. sometimes, adversity brings out positives and other times, it highlights deficiencies.
a well-rounded manager should be able to manage effectively in both tough and good times but the skill sets required in each environment are quite different.
i also don't agree with the getting rid of empty suits comment. i think the ability to ferret out underperformers is a critial skill set for managers (especially in tough economic times like now when cost structures have to be scrutiznied). unfortunately, confronting underperformers and asking them to move on is not an easy thing to do for most managers and this leads to poor morale among
the strong performers and is unfair to both the organization and ultimately, the underperforming employee as well.
Not sure but I think we're saying the same thing or at least something similar.
ReplyDeleteIdentifying and eliminating under performers is not easy but is necessary. Keeping them in place does no one good. The company suffers, it does hurt morale among those who do perform (as you said) and often the poor performer knows all this and is not happy.
But I would amend my original comment to say that they should be eliminated only after management has taken all steps possible to help them reach an acceptable level of performance and that should happen as quickly as possible. Ignoring the situation does no one any good.