What do movie producers, presidents of football clubs, symphony orchestra directors, university presidents, and managers of rock bands have in common? They are all in charge of highly talented and independent people whose potential, when they work together, amounts to more than the sum of their parts. As managers, they must convince the team players to work well together.
“Arnaud, are we using you in the right way?”
I joined Accenture’s strategy group right out of grad school and was assigned to my first project for a large petrochemical company. It was a huge project, and the engagement team had dozens of consultants. After a few days, the senior manager in charge came to my office for a chat. And then he said one of the smartest things I’ve heard in a business setting: “Arnaud, are we using you in the right way?”
Change is difficult. Yeah, what else is new?
Well, change can be even more difficult in some situations. Take universities: the hierarchy is flat; the power is complete distributed. Take boards or C-level executives, same setup.
If you are in a managerial position, you should be concerned about how to get the best people to your team and how to help them do their job optimally.
A recent publication from the National Research Council looked at how the intelligence community functions and proposed some changes. Here are highlights from their chapter dedicated to the workforce; these may help you improve how you manage people.
If you’re in charge of a team, your ability to get the best out of your people can mean the difference between failure and success. We talked about how you should adapt your leadership style to your team’s skills and confidence. Here are a few more ideas that you can apply to manage your people well and: