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LEADERSHIP
DIM SUM, PART XV: ORGANIZATIONAL SIBLING RIVALRY
One member of the leadership group has
his part of the organization vastly outperforming the others.
It looks as if he is (or they are) leaving the rest of the
company in the dust. Others on the team are feeling uncomfortable
about the disparity in performance.
Things to think about: What is causing
the disparity? Is this person’s team really over-performing,
or are other sectors under-performing? More broadly, how can
you calibrate the performance of a manager (or a management
group) with disparate parts, responsibilities, capabilities,
and levels of performance?
Question: “Why can’t you be
like your brother?” Answer: “Why do you like him
best?” The key to managing through this kind of scenario
-- and emerging with trust intact – is to resist the
temptation (and the unconscious tendency) to foster sibling
rivalry. Avoid direct comparisons.
It would be good to make the star (or
star group) an exporter of talent. Incent them to spread the
magic. Make it a specific part of their goals and objectives.
Give them both the resources and the opportunity to replicate
their success.
While there is nothing wrong with a “star
culture,” what you don’t want is to move your
inner circle from being “The Supremes” to “Diana
Ross and the Supremes” to “Just Diana Ross”
or “The Supremes Sans Diana.”
~
~ ~
How about you? Have you seen sibling
rivalry in the workplace? What happened? Let
us know.
Please
forward this newsletter to your colleagues and friends who
are interested in organizational and leadership issues. Your
feedback is always welcome at info@thetrustedleader.com
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