From the Ask Tom mailbag –
Question:
How does management ability tie into different levels of work. I’m thinking about people who are good at building (S-III) systems (flowcharts, time studies, etc.) but who are miserable at managing the people side of the equation.
Response:
In the workshop you attended, you will recall Elliott’s Four Absolutes. Your question describes one dimension of success, likely two dimensions of underperformance (failure).
Four Absolutes
- Capability (measured in timespan)
- Skill (technical knowledge and practiced performance)
- Interest, passion (value for the work)
- Required behaviors (contracted behaviors, habits, culture)
A person may have the capability to be effective in the work of the role, but lack other characteristics (of equal importance).
Specifically, a person may have the capability to be effective at S-III system work, yet in a managerial role, may lack the management skills for other key areas (people related). A skill is anything that can be learned, anything that can be taught. For a manager, there is a specific set of skills related to communication, listening, delegation, decision making, team problem solving, planning, coaching, meetings.
For a manager to learn those teachable skills, they must also possess the interest and passion for that work. We have interest in and passion for that work on which we place a high value. A person who values self performance over team performance will suffer mightily as they realize there is no such thing as individual achievement.
There is no priority in the Four Absolutes, they are of equal importance.