Posts Tagged ‘Jeffrey Pfeffer’

Yet hiring managers, VCs, and tech-focused talent agencies worship at the altar of the A-player, assuming that they need a fleet of superstars to build a great company.  And they’re willing to steal them, if necessary.  …   After all, exceptional employees aren’t just a little bit better than the average worker.  They’re 1,000 times better.  They’re more productive, more creative … more everything.  We should shower them with money and perks and do whatever it takes to keep them happy.  Right?
Wrong.  Companies are better served when they double down on cultivating in-house talent instead.  Sure, superstar workers exist.  And yes, they can be extremely productive and beneficial to a company’s bottom line.  But their stardom is frequently context-­specific, and it doesn’t always survive the transfer.  When Harvard Business School professor Boris Groysberg looked at the talent portability of 1,052 rock-star financial analysts, he found that about half did poorly in the year following their switch.  And those whose work suffered never recovered.
Star talent is partly innate, sure, but it’s also linked to specific teams and projects or just the culture of a company.  As Jeffrey Pfeffer, a professor of organizational behavior at Stanford, puts it: “People’s performance is a function not just of their individual abilities but also of the systems in which they work.”  Talent, it seems, really hates to move around.
    —    Bryan Gardiner
From the article: “Forget Stars — Companies Do Best When They Grow Their Own Talent
Appearing in Wired Magazine, dtd: July 2016
The following is a link to the original article:  http://www.wired.com/2016/07/forget-stars-companies-best-grow-talent/
On This Day In:
2016 Looking To November
2015 It Isn’t The End
Prospero’s Precepts
2014 Friends
2013 Learning Bitter
2012 Remembrance, Minstrels & Going Off To War
May I Have More Happiness, Please?
2011 There Is No God, But God
2010 Another Running Book…

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Wisdom means acting with knowledge while doubting what you know.  It entails striking a balance between arrogance (assuming you know more than you do) and insecurity (believing that you know too little to act).  It requires asking for help and asking questions, as well as giving help and answering questions.  With an attitude of wisdom, managers can do things now, but still keep learning along the way.
    —    Jeffrey Pfeffer and Robert I. Sutton
[Quoted from the Stanford Social Innovation Review, Spring 2006
The article is titled: “Act On Facts, Not Faith” and can be found online at:  http://www.ssireview.org/articles/entry/act_on_facts_not_faith/
    —    KMAB]
On This Day In:
2013 Three Thoughts
2012 Gentle Reader
2011 Leave The Light On For Me Anyway

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