Comments on: Why Can’t We Figure Out How to Select Leaders? http://www.missionmindedmanagement.com/why-cant-we-figure-out-how-to-select-leaders Equipping Managers via Requisite Organization Systems Design. Talent Management, Leadership, Organization Design. Mon, 30 Jan 2012 07:30:40 +0000 hourly 1 http://wordpress.org/?v=3.1.3 By: Michelle Malay Carter http://www.missionmindedmanagement.com/why-cant-we-figure-out-how-to-select-leaders/comment-page-1#comment-2675 Michelle Malay Carter Tue, 24 Feb 2009 21:45:58 +0000 http://www.missionmindedmanagement.com/?p=559#comment-2675 Hi Erik, Thanks for stopping by and for the question. Time span of discretion of a role is in the mind of the manager with the approval of the manager once removed. So, yes, you have to interview the manager about the longest task the manager is holding the role accountable for. It takes some training and experience to tease this out because most managers don't think in these terms. Maybe I'll do a post on the subject. Michelle Hi Erik,

Thanks for stopping by and for the question. Time span of discretion of a role is in the mind of the manager with the approval of the manager once removed. So, yes, you have to interview the manager about the longest task the manager is holding the role accountable for. It takes some training and experience to tease this out because most managers don’t think in these terms.

Maybe I’ll do a post on the subject.

Michelle

]]> By: Erik LaBianca http://www.missionmindedmanagement.com/why-cant-we-figure-out-how-to-select-leaders/comment-page-1#comment-2673 Erik LaBianca Tue, 24 Feb 2009 03:49:01 +0000 http://www.missionmindedmanagement.com/?p=559#comment-2673 Hi Michelle, You mention scientific tools to measure time span of discretion. Jacques on book on the subject is now out of print, and his techniques seem to be pretty obtuse (interviewing and analyzing the conversation. I'd love to hear what sort of techniques you use. Thanks --erik Hi Michelle,

You mention scientific tools to measure time span of discretion. Jacques on book on the subject is now out of print, and his techniques seem to be pretty obtuse (interviewing and analyzing the conversation.

I’d love to hear what sort of techniques you use.

Thanks

–erik

]]> By: Michelle Malay Carter http://www.missionmindedmanagement.com/why-cant-we-figure-out-how-to-select-leaders/comment-page-1#comment-2666 Michelle Malay Carter Thu, 19 Feb 2009 12:51:42 +0000 http://www.missionmindedmanagement.com/?p=559#comment-2666 Hi Wally, Yes, a candidate has got to have the whole package. Values and temperament are extremely important because if it's not natural, it's not sustainable. So, if I don't care to supervise others, I am going to dread coming to work each day and avoid the supervision part of my work. Not a good situation. Thanks for the comment. Michelle Hi Wally,

Yes, a candidate has got to have the whole package. Values and temperament are extremely important because if it’s not natural, it’s not sustainable. So, if I don’t care to supervise others, I am going to dread coming to work each day and avoid the supervision part of my work. Not a good situation.

Thanks for the comment.

Michelle

]]> By: Wally Bock http://www.missionmindedmanagement.com/why-cant-we-figure-out-how-to-select-leaders/comment-page-1#comment-2664 Wally Bock Wed, 18 Feb 2009 22:37:24 +0000 http://www.missionmindedmanagement.com/?p=559#comment-2664 Looking only at first line supervisors, we've got a different situation than you describe. We know pretty well what kind of person will make a good and effective supervisor. He or she will be hard working, of course, and smart enough. Beyond that, if we promote people to the supervisory job who enjoy helping others succeed, are willing to talk to other people about performance and behavior and who can make a decision, the odds are good that we'll get an effective supervisor. The next task is giving him or her the tools and support to succeed. Despite the fact that we know this, we promote people whose primary qualification is that they're good at the work to be supervised. Then we hope they'll do well and we're surprised when many of them don't. Looking only at first line supervisors, we’ve got a different situation than you describe. We know pretty well what kind of person will make a good and effective supervisor. He or she will be hard working, of course, and smart enough. Beyond that, if we promote people to the supervisory job who enjoy helping others succeed, are willing to talk to other people about performance and behavior and who can make a decision, the odds are good that we’ll get an effective supervisor. The next task is giving him or her the tools and support to succeed.

Despite the fact that we know this, we promote people whose primary qualification is that they’re good at the work to be supervised. Then we hope they’ll do well and we’re surprised when many of them don’t.

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