TEAM BUILDING: WRONG AND RIGHT
TEAM BUILDING: WRONG AND RIGHT
Barack Obama will soon be the leader of the largest government in the free world. But right now he's up against a challenge faced by any new boss. His biggest job--with enormous implications--is assembling the right team.
And just like other new bosses, the President-elect will soon discover how easily that process can go wrong. Trusted allies plead their cases. Powerful forces block certain candidates. Time pressure mounts. Then one day you look up to discover your inner circle is not the A-Team you dreamed of but an all-around compromise.
What then should a leader do to build the best team? Since the process is so fraught with pitfalls, it might help to look at three missteps that commonly undermine a dream team in the making.
Automatically reward loyalists. No matter how long you've worked for the top job, once you get it, the impulse is to "endorse" your own early endorsers. We know of a new CEO (1) (Chief Executive Officer) The highest individual in command of an organization. Typically the president of the company, the CEO reports to the Chairman of the Board. , for instance, who appointed his longtime HR chief as president of the company's digital division. His gratitude for her support simply outweighed her limited experience.
What a shortcut (1) In Windows, a shortcut is an icon that points to a program or data file. Shortcuts can be placed on the desktop or stored in other folders, and double clicking a shortcut is the same as double clicking the original file. to mediocrity me·di·oc·ri·ty
n. pl. me·di·oc·ri·ties
1. The state or quality of being mediocre.
2. Mediocre ability, achievement, or performance.
3. One that displays mediocre qualities. , if not disaster. Not all loyalists are hacks, but if they don't possess enormous brainpower brain·pow·er
1. Intellectual capacity.
2. People of well-developed mental abilities: a country that doesn't value its brainpower.
Noun 1. , prodigious energy, and the ability to motivate, loyalists will forever remain B players in A jobs. That's a huge problem for a simple reason: B players tend to hire other B players or, worse, C players, setting off an organizational chain reaction of underperformance.
Hire people who need the work or lust for the prestige of being on your team. There's almost nothing more appealing than a job candidate who looks you in the eye and tells you how passionately he wants to be your partner. "How perfect," you think, "a person who shares the vision."
And well he might. But there's a real danger if there are other motives as well, like advancing a stalled career or resurrecting a damaged one. Such individuals are like the "independent" directors, often diplomats and finance professors, so many boards installed in the wake of the Sarbanes-Oxley Act See SOX. . They collect directorships like knickknacks, and they're the advisers least likely to deliver contrary messages. Why bite the hand that feeds you?
The President-to-be deserves kudos for avoiding this misstep with his appointment of Rahm Emanuel Rahm Emanuel (born November 29 1959) is an American politician. He has been a Democratic member of the United States House of Representatives since 2003, representing Illinois's At-large congressional district (map), which covers much of the North Side of Chicago and parts of as Chief of Staff. Emanuel has been criticized as a partisan. But he's as smart, energized, and outspoken as they come, and more important, he will be able to disagree with Verb 1. disagree with - not be very easily digestible; "Spicy food disagrees with some people"
hurt - give trouble or pain to; "This exercise will hurt your back" his new boss without an ounce of fear. Multiple high-paying, high-prestige jobs await him in the real world.
Focus all your attention on crisis hires. Most new leaders inherit a burning problem, and naturally the tendency is to fixate To close. The term often refers to closing a track-at-once session on a CD-R disc. See disc fixation. on finding the right person to put it out. That has to be done. But a new boss must also rapidly attend to the leadership positions that address his overarching and long-term priorities. Remember, every hire you make says: "Here's how much I care."
Right now the media is obsessing over Obama's selection of a Treasury Secretary. Imagine how the conversation would change with the announcement of a brilliant, hard-hitting Energy chief. Such a decision would speak louder than any speech, just as it does when a business leader picks a respected manager to push forward a key strategic initiative. In business, as in government, the leader's personnel selection is the ultimate message.
Along with facing the daunting daunt
tr.v. daunt·ed, daunt·ing, daunts
To abate the courage of; discourage. See Synonyms at dismay.
[Middle English daunten, from Old French danter, from Latin task of assembling the right team, President-elect Obama is like every new leader in another way. Once he's boss, even his most trusted and spirited advisers will want to please him. Sycophancy syc·o·phan·cy
n. pl. sy·co·phan·cies
The fawning behavior of a sycophant; servile flattery.
Noun 1. sycophancy - fawning obsequiousness is an ugly word, but it happens to the best of people, and leaders often can't help but be susceptible. In the months ahead, Obama's larger task will be combating such a dynamic by demanding debate, celebrating dissenters dissenters: see nonconformists. , and holding up free-thinkers as role models. That's hard. But leaders must fight to make it happen, and they can--provided they have the right people around them to begin with.