Defining the role of any person requires knowledge about that person. But that knowledge includes more than knowing about the person’s specialized competency, credentials, and peer comments. Some brilliant people too often fail to live up to their brilliance. They may be well learned and be storehouses of information but lack the ability to translate information into action. They often fail to demonstrate the drive and dedication needed to meet their goals. Some people are very vocal but not necessarily articulate, and they gain attention that is somehow translated into competence. The people who appear to be not involved may be the best contributors. They work diligently in their own quiet way, not seeking attention. Certain people ask many questions but seldom provide any answers. People who may not display any particular brilliance in any facet of their work sometimes have the capability to somehow put it all together. These are the people who integrate their knowledge, skills, competencies, and attitudes into a workable package.
Assignments should be made based on needs. As a manager you must decide what knowledge, skills, attitudes, personal characteristics, and experience are required to fulfill the job requirements. But don’t expect to meet those requirements at one hundred percent. Not even you would meet them. Competent managers maintain a profile on their people and update those profiles as new information is generated. As noted previously disregard the credentials and focus on the past accomplishments and the track record. Through these profiles you can determine what new experiences should be provided and what new educational opportunities may be required for future growth. These profiles are the manager’s working documents and are not meant for storage in the human resource archives.
Too often we tend to place people in boxes and don’t let them get out. As a manager you need knowledgeable professionals who are low-key and unassuming as well as those who are driven and energetic. You need the theorists and the practitioners. You’d also like to have people who link theory and practice. You also need people who are willing to try doing something even though they know nothing about what they’re doing; these people need your guidance and direction. You need people who will do the grunt work. You need people, often referred to as the plodders, who do just what they’re asked to do.
So as you structure teams, whether large or small, simple or complex, or short or long term, you need to determine competencies required to meet the objectives. There are no simple answers; just determine what your people are capable of doing. Don’t assign a competent person with a phlegmatic personality to a position that requires a driven and energetic personality. Don’t assign a person who excels at research-type activities to a routine although important position. Don’t assign responsibilities to those not meeting the requirements and hope for the best. You must provide guidance and education to give your staff the opportunity to succeed.