One big question: Do you need to be a “single super brilliant and intelligent Harvard’s MBA” to make company success? Or a longer question: Best Quality Management Team or Single Super Star Manager? Let’s talk about this in minutes.
What Manager that CEOs top-rated company look for recently?
If we ask CEOs at top-rated companies what they look for in a new management hire and their list will include these criteria: confident, independent-thinking, MBA and graduated at the top of his or her class from a first-tier business school.
They want a brilliant, self-assured person who not only thinks outside the box but is even somewhat unconventional—in other words, a star.
Consider this question:
If star manager focus on thinking “outside the box” and independently rather than “toiling as conventional team players” isn’t there a danger that nobody is supporting the box and it just may collapse?
If all that intellectual energy is devoted to thinking outside the existing management structure, maybe no one will even notice the box is broken and needs fixing.
Fact for different stand view
Procter & Gamble (P&G) is a case in point. There is no star culture in this Shampoo and soap company. Managers are not lured to New York City, Chicago or San Francisco, where we’re told all the talented people migrate, but to “quiet and solid” Cincinnati. Its current CEO did not graduate at the top of a Harvard class: He served in the Navy and started at P&G as an assistant brand manager, working his way up the corporate ladder slowly and diligently.
The company’s management style can best be described as detail-oriented with a rigorous marketing methodology that, incidentally, has produced an enviable, healthy and consistent bottom line.
Re-framing the question
What Manager that CEOs top-rated company look for recently?
If we ask CEOs at top-rated companies what they look for in a new management hire and their list will include these criteria: confident, independent-thinking, MBA and graduated at the top of his or her class from a first-tier business school.
They want a brilliant, self-assured person who not only thinks outside the box but is even somewhat unconventional—in other words, a star.
Consider this question:
If star manager focus on thinking “outside the box” and independently rather than “toiling as conventional team players” isn’t there a danger that nobody is supporting the box and it just may collapse?
If all that intellectual energy is devoted to thinking outside the existing management structure, maybe no one will even notice the box is broken and needs fixing.
Fact for different stand view
Procter & Gamble (P&G) is a case in point. There is no star culture in this Shampoo and soap company. Managers are not lured to New York City, Chicago or San Francisco, where we’re told all the talented people migrate, but to “quiet and solid” Cincinnati. Its current CEO did not graduate at the top of a Harvard class: He served in the Navy and started at P&G as an assistant brand manager, working his way up the corporate ladder slowly and diligently.
The company’s management style can best be described as detail-oriented with a rigorous marketing methodology that, incidentally, has produced an enviable, healthy and consistent bottom line.
Re-framing the question
Is it a myth that an organization’s success is a function of its star employees’ super-intelligence and innovation? Are we trapped into believing great success comes from one person’s efforts?
[Or]
Does an organization’s brilliance have more to do with its outstanding systems “its ability to coordinate the efforts of many people”?
Conclusion
There’s no question every organization needs a few star managers, they are who innovator, who think big and with assurance. But for a company to succeed, it must also have a well-functioning team neatly nestled inside the organizational box. And managers need to be willing to acquire new skills and avoid the potholes of business by learning from their mistakes as well as their successes and move the organization forward.
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