Those were
the words of an HR Director who obviously busted all understanding on Business
Excellence through formidable Human Capital. He wanted the mediocre & under
average was fine too - but not the good who he was weeding anyway. In his view
strong leaders were “high maintenance".
"There
are times when static is good and aggressive growth is not the demand " he
said. Upon being asked who decides this - the answer was amusing. He decided
that :-) Mediocre was need because the brilliant & capable, gave him
acidity & a sense of inadequacy.
We can see
how such a leader is a stunner who will dwarf the company in the long run. But
who is to bear this cross? This has more to do with the organisation than the
leader. Management, who allows the entry of such virus, is entirely
responsible.
Rich org see more of this disease than the
bootstrapped or entrepreneur run org because they become over tolerant. At
times a company that wants to maintain footprint but does not see value in the
region, hires someone like this. The other is management who wants a
puppet that is not particularly bright, but the company ends up experiencing
the side effects of compromise.
Bad talent
at the top - JUST no excuses for that!
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