On Fri, 2 May 1997, Emil Zahner <
75114.11@COMPUSERVE.COM> wrote:
>Subject: Re: Hiring for attitude
>
>from May 1.
>> Also, a well known management consultant estimates that only 2.5%
>> of the corporate managers he works with have the leadership ability
>> to implement the changes that are recognized and agreed to as needed.
>
>What about the competence of those who are selecting and hiring these
>managers? -- snip -- She is learning on the job (absolutely
>positive), possibly with an unnecessary amount of wrong decisions paid for
>by employees, customers. - Any takers?
Here are some remarks in response to Emil's trigger --
Over 90% of managers cannot describe the work in their group, the key
success factors, nor the KSA's required, let alone the personality types
preferred.
They got to be managers through promotions from other managers with similar
inabilities. Accordingly, most organizations are Clubs, run by the
minority who sieze control through political, power-brokering bazaars or by
the badge of their blue blood (or brown nose).
Why? Because there are very few places one can learn what it means to be a
manager let alone practice being one. Drucker's old book, The Practice of
Management is still one of the best places to go. Also, GE's old
Professional Business Management materials are valuable on the
"underground" market.
Any employee knows "manager" pays more and has more perks so few
purposefully avoid the opportunity but they don't have much help, role
models, etc., once they get there. So, guess what, they use trial and
error on all those little critters in the cage underneath them. Some learn
fast. Some do not. Some critters learn fast (and would learn even faster
if there were decent management learning environments available) and some
just suffer.
When the smoke clears, we need only one manager for every five to twenty
people. What about the other 4 to 19 people?
Or should we come to understand that "manager" is a process, at most a
role, a responsibility, but certainly not a priviledge -- and strive to let
everyone participate in managing to the level they prefer?
Meanwhile, examinations of "attitude" are like arranging deck chairs on the
Titanic.
"Jack Ring"