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Every sport and every era has it superstars. Babe Ruth and Barry
Bonds. Bill Russell and Shaquille O’Neal. Johnny Unitas and
Emmitt Smith. Ultimately, what separates the champions from the
also-rans is the ability to provide leadership and inspiration
while fitting into a team. Without every player understanding his
exact role and what it takes to succeed, there simply aren’t
enough balls or minutes to go around.
Success is about human relationships
In the business world, the story is much the same. A great salesperson
or brilliant designer can ratchet up profits; and a talented
engineer or ace programmer can help a company achieve a competitive
edge. But organizational success comes only when these superstars
fit in. If egos clash and tempers flare it’s almost a certainty
that success will fade.
“Almost every organization has superstar performers,” says
Dave Jennings, president of Business Acumen Inc., a Santa Clarita,
California consulting and coaching firm that has worked with major
corporations such as Microsoft, Intel, Honda and Panasonic. “Success
is about human relationships and whether people enhance or destroy
them.” Just as in the sports world, the heavy hitters can
pile up impressive numbers and make the highlight reel but they
alone cannot transform the company into a winner.
How can an enterprise get the most out of its superstars? How
can it ensure that these individuals interact effectively with
each other, as well as B and C level players? And what can a company
do when egos clash? Make no mistake, it’s a delicate balance,
and one that requires a strategy that suits the style and talents
of the organization. Yet, just as on the basketball court or baseball
diamond, it’s all about motivation, communication and managing
performance.
For the most part, “superstars are people who have a great
deal of intelligence, drive and passion. They’re smart and
their motivated. Most perform at consistently high levels,” says
Rand Golletz, a consultant and executive coach based in Laytonsville,
Maryland. Usually, that’s a good thing. Superstars can raise
the bar on organizational performance and help others achieve greater
success—just as a Michael Jordan or John Elway can make all
the players around them better. At the same time, a superstar that’s
selfish and doesn’t respect teammates can torpedo performance
and destroy morale.
Everyone has a need to be heard
According to Jennings, problems often simmer when superstars fail
to acknowledge colleagues or assume that their way is the only
way to succeed. “If a top performer is achieving outstanding
results but ticking off customers, employees and others, then
the value of their contributions is greatly diminished. They
might be causing more harm than good,” he says. Consequently,
these individuals might watch their star burn bright for months
or years while a company slowly hemorrhages customers who feel
let down by lofty, unattainable promises. Only later might executives
recognize the underlying problem.
Ironically, many of the same qualities that help an A-Player achieve
success—a strong will, persistence, self-direction and the
need for recognition—can sabotage relations with others.
Without respect and an open environment where people feel free
to share thoughts and feelings, an organization’s creative
energy and ingenuity can wane. “Everyone has a need to be
heard,” says Jennings. “When people feel their words
and actions aren’t being acknowledged, serious problems are
likely to ensue.”
As a result, some companies use coaching and training to improve
internal communication. At Capital One, a Falls Church, Virginia
financial services firm that has established itself as one of the
top 10 credit card issuers in the U.S., executives undergo training
and the firm holds them accountable through a competency model
that closely tracks how they perform on business, cultural and
people issues. “We have a host of specific competencies and
behaviors that we look at under each category,” says Ron
Lawrence, director of leadership and executive development.
The “business” component measures an executive’s
vision, ability to make effective decisions, and perform job duties
effectively. The “cultural” part of the equation examines
how effectively a person collaborates and strives to achieve company
goals. And the “people” factor tracks how well an individual
communicates and their ability to display leadership skills. “The
company looks at executives through all the lenses and they’re
weighted equally,” Lawrence explains. In addition, Capital
One uses 360 degree feedback—so that employees rate managers
and peers rate each other. That helps the company hold everyone
accountable, he adds.
The end result?
An employee who displays superior business skills might not receive
a bonus or additional compensation if specific actions or behaviors
impact others negatively. Capital One also is willing to confront “maverick” employees,
including A-players, which stray from cultural norms and organizational
needs. “We let people know where they need to improve,” Lawrence
says. Finally, the company holds “calibration” meetings
where groups of employees discuss team goals, and directly confront
those who need improvement in particular areas.
Scott Cohen, a practice leader for organizational effectiveness
at Watson Wyatt Worldwide, a Bethesda, Maryland human resources
consulting firm, believes that all employees, including superstars,
can improve in some areas. “Nobody can achieve 10s across
the board,” he observes. Consequently, it’s essential
to know the strengths and weaknesses of A-Players and provide adequate
coaching and training so that they continue to grow and add value
to the organization.
Nevertheless, promoting superstars can prove dicey. A great designer
doesn’t necessarily make a great design director and an advertising
whiz isn’t always the best choice for VP of marketing. Some
lack the leadership and listening skills to serve in a management
position; others simply aren’t happy away from the job they
love. Cohen says that it’s crucial to gauge a superstar’s
interest in climbing the corporate ladder and balance the organization’s
needs with the individual’s desires. In some instances, a
lateral move within the company can make sense.
Another challenge is dealing with B and C level employees who
sometimes resent the accolades, perks or compensation that superstars
receive. “The reality is that there’s always some level
of jealousy at every company. And different companies value and
compensate various departments differently,” Jennings says.
There’s no getting around the fact that superstars sometimes
wind up with additional benefits and perks. The key, he says, is
to create rewards that are fair and available to all. When individual
employees receive preferential treatment, dissension and disarray
are likely to erupt.
For most companies, keeping top talent on board and in tow is
essential—particularly since most have opportunities to go
elsewhere and find themselves recruited heavily by other firms.
Yet, in the end, success is about more than compensation and perks.
If a company is to retain its superstars, it essential to provide
ongoing challenges, a high level of autonomy, and meaningful work.
To be sure, success is never a slam-dunk. But when everyone is
playing together the odds of winning are a lot greater.
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