MAKING STAR TEAMS OUT OF STAR PLAYERS
RAINBOW : “MAKING STAR TEAMS OUT OF STAR PLAYERS”
The best top performers are on average four times more productive than an average performer. However, there is a great danger of star members being unable to work together due to personal their personal egos. Thus, there is a need to manage them.
In addition, their conventional wisdom is highly useful in situation such as designing highly sensitive business model and new products besides solving strategic problem. For example, 600 Apple engineers developed operating system in two years unlike 10,000 Microsoft engineers, who developed Window Vista in five years.
There are two major advantages of team stars:
1) Sheer firepower - the integration of world class talents which increases performance and productivity.
2) Synergy - the bringing together of a pool of the best thinkers which ignites creativity and ideas.
Good talent management
Understanding the team members’ strengths is critical:
Team effectiveness arises as a result of understanding the strengths of each team member. Know their ability, in order to fill roles outside of their current positions. Indeed, care should be taken to avoid talent hoarding, a situation of confining star players to an organizational division.
Don't create disincentives for teamwork.
Avoid inappropriate assessment methods which leads to team disincentive. For instance, Microsoft’s “stack ranking” performance evaluation system, created a competition amongst employees, instead of competing with its rivals. There is a chance that “A” players would not like to work with each other in fear of being seen as a weak member/link.
Own the pipeline
As talent is always a key component of strategy, the organizations should keep recruitment process internally. There is a danger of demotivation among team members when the organisation recruits externally at the expense of its internal talents. Internal talent should be recognized and groomed.
Play your best hand:
This entails making the
The best top performers are on average four times more productive than an average performer. However, there is a great danger of star members being unable to work together due to personal their personal egos. Thus, there is a need to manage them.
In addition, their conventional wisdom is highly useful in situation such as designing highly sensitive business model and new products besides solving strategic problem. For example, 600 Apple engineers developed operating system in two years unlike 10,000 Microsoft engineers, who developed Window Vista in five years.
There are two major advantages of team stars:
1) Sheer firepower - the integration of world class talents which increases performance and productivity.
2) Synergy - the bringing together of a pool of the best thinkers which ignites creativity and ideas.
Good talent management
Understanding the team members’ strengths is critical:
Team effectiveness arises as a result of understanding the strengths of each team member. Know their ability, in order to fill roles outside of their current positions. Indeed, care should be taken to avoid talent hoarding, a situation of confining star players to an organizational division.
Don't create disincentives for teamwork.
Avoid inappropriate assessment methods which leads to team disincentive. For instance, Microsoft’s “stack ranking” performance evaluation system, created a competition amongst employees, instead of competing with its rivals. There is a chance that “A” players would not like to work with each other in fear of being seen as a weak member/link.
Own the pipeline
As talent is always a key component of strategy, the organizations should keep recruitment process internally. There is a danger of demotivation among team members when the organisation recruits externally at the expense of its internal talents. Internal talent should be recognized and groomed.
Play your best hand:
This entails making the