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More of "INSIGHTS FOR THE JOURNEY ... NAVIGATING TO THRIVE, ENJOY, AND PROSPER IN SENIOR MANAGEMENT" Published by The Viceroy Press Inc.

From time to time, I've encountered a very senior executive who makes a point of asking for the most outstanding person that can be found to fill a position and then -- when confronted with several fine candidates -- unerringly chooses the blandest one. What about the extraordinary people I'm excited to deliver? The ones with the head-turning accomplishments? The ones I know their employers will hate most to lose and fight hardest to keep? They are NOT the ones this client wants! Bells and buzzers go off! Instantly, I decide never to buy stock in any company this client leads. Moreover, in my experience, anyone who worries about bringing in a too-successful subordinate is soon personally on the way out.

On one occasion, a respected CEO of a large regional media company told me to find several junior people with enormous potential who could grow up in his organization, lead various units, and wind up with one of them in his chair. To assure they'd fit into his management team, all would have to see his outside corporate psychologist. I didn't like sending candidates to a shrink, but I presented only people who agreed to cooperate. Besides, I was sure my superstars would WOW the psychologist.Not so! Every single one FAILED the psychologist's evaluation. Reluctantly I realized I'd been fooled. Superstars were NOT wanted. Only bland, dull, good, solid average people were wanted, and the CEO had a professional to enforce those limits. I got paid. But having scored so dismally, I was never asked to submit any further candidates. Today, one of that candidate group is CEO of America's second largest magazine publishing company. One heads a famous sporting goods company. One made a killing in the dot-com bubble. And another is CEO of a proprietary education company. And the CEO? Shortly afterward, the NYSE-listed company was acquired by a competitor. I think the CEO made big money on the deal, so his sins were rewarded. I guess everybody won. My candidates avoided relocation for a bum career opportunity. The CEO probably got more cash when the company was sold than he would have if it had continued. The psychologist and I were paid. Most importantly, I got a wake-up call. No matter how eloquently executives specify what they want in their subordinates, they may really want something very different. That's a truth I have never forgotten.

Nonetheless, I stand firmly behind today's Insight. From all that I've seen, it is absolutely true. From here on, you're reading the book... ARE YOU FEARLESS OF GOOD PEOPLE? Who should you delegate to? Obviously the best person you can find. Face it. If your company, division, or department is to perform notably well, you've got to assemble the best possible team to run it. So what, if one or even all of your subordinates are equal or even superior to you?If the business unit you are responsible for can turn in an outstanding performance and if the reason for that performance is that you have found truly excellent people, placed them in positions where their stellar talents will be best used, and empowered and encouraged them to do their best work, your superiors -- and if not they, then outside recruiters -- will be eager to apply your leadership to an even bigger business unit or perhaps the entire company.No one was ever promoted because "he has nobody under him who is quite as good as he is." Plenty of people have been promoted because "I don't know how she does it, but she surrounds herself with terrific people and gets absolutely the best possible performance out of them.

"Warmest regards and very best wishes,
John
From Insights for the Journey.
Copyright, The Viceroy Press Inc., New York, NY.
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