tag:blogger.com,1999:blog-2488879425900650696.post9129963386997186047..comments2023-08-09T04:33:01.170-05:00Comments on The Hourglass Blog: Leaders Have a Different JobEric Lankehttp://www.blogger.com/profile/02955772930132857028noreply@blogger.comBlogger3125tag:blogger.com,1999:blog-2488879425900650696.post-59978586405923043252011-06-27T20:59:44.096-05:002011-06-27T20:59:44.096-05:00Thanks, Jeffrey, and good points, Joe. Continuing ...Thanks, Jeffrey, and good points, Joe. Continuing to engage highly skilled individuals in positions where they excel and get value out of their work often means consciously not promoting them to management--something that often runs counter to their own expectations for rewards and remuneration. Associations of the future should find ways to reward people for what they bring to the organization, not for where they sit on the org chart.Eric Lankehttps://www.blogger.com/profile/02955772930132857028noreply@blogger.comtag:blogger.com,1999:blog-2488879425900650696.post-85110299038713985002011-06-27T13:49:07.674-05:002011-06-27T13:49:07.674-05:00This reminds me author of Douglas Rushkoff's t...This reminds me author of Douglas Rushkoff's thought leader session at the 2007 ASAE Annual Meeting. He used the example of a cobbler and asked why it's standard practice in organizations to reward someone who excels at a skill such as making shoes with a promotion to managing other shoemakers. Being good at making shoes is no indication of being a good manager of shoemakers, nor is it an indication of even wanting to manage other shoemakers. And yet, in most organizations, the only way upward in both pay and rank is by moving away from a skilled position and into a management position. Rushkoff argued this leads to a lot of managers who reluctantly take such jobs without having the skill or interest in managing that's necessary for effective leadership. <br /><br />To be honest, I remember this conundrum more vividly than any solutions that Rushkoff might have suggested in that presentation (so they must not have been that great), but I think this should provoke thought for organizational leaders in two ways. One is that it's vital to look for actual leadership skills in potential leaders rather than skill in execution. The other, however, is that organizations should find ways to continue to engage highly skilled individuals who would prefer to stay in skill positions in order to continue to get the most value out of their work.Joe Rominieckihttp://www.asaecenter.org/blognoreply@blogger.comtag:blogger.com,1999:blog-2488879425900650696.post-15020331953418296812011-06-27T08:11:45.415-05:002011-06-27T08:11:45.415-05:00Such an important point. Leadership has to be abo...Such an important point. Leadership has to be about building the capacity and infrastructure for an organization to thrive in the future.Jeffrey Cufaudehttps://www.blogger.com/profile/14552484936192602888noreply@blogger.com