Being an expert in a field does not guarantee you know how to manage well

Conventional worker selection processes are major contributors to the lack of efficiency in managerial practices; very little science or research is applied to finding the right person for the managerial position. When Gallup asked managers in the United States why they believe they were employed for the current position, they indiscriminately cited successes in previous non-managerial positions or their long run in the company.

These reasons are not taken into account as to whether a candidate has the right talent to be successful in managerial positions. Being a successful programmer, sales agent, or engineer does not guarantee that you will be able to manage others successfully.

Most companies promote workers in managerial positions because they have the impression that they deserve them, not because they have the talent. This practice does not work. Experience and skills are important, but people's talents - patterns that naturally replicate in their way of thinking, feeling and behaving - predict at what points they will perform best. Talent is born and is the basic condition for having excellent performance. Knowledge, experience and skills develop our talents, but if we do not have talent born to do this work, no training or experience will have any effect.

Very few people are able to put in place five good management criteria. Most managers end up with team members who, in the best case, are indifferent to their work - or, at worst, block or distribute their negativity to colleagues and clients. However, when companies increase the number of talented managers and double the number of employees engaging in work, they reach an average 147 percent higher share-earning per share than their competitors.

It is important to note, especially in the current economic climate, that finding good managers does not depend on either market conditions or actual workforce. Large companies have approximately 1 manager per 10 employees, and Gallupi has found that 1 in 10 people have the talent to manage. If the accounts are made, it is likely that each team has the talent to lead. But, according to Gallup's findings, the likelihood is too great that a talented person is not the team manager. He is likely to be a high-potential worker to manage who expects his talent to be revealed.

The good news is that in each company there is a sufficient managerial talent that is hidden and has not yet been discovered. Leaders should maximize this potential by choosing the right person for the future managerial role and using predictive analytics to help identify the talents.

For a very long time, companies have lost time, energy and resources by employing the wrong managers and then trying to train them to become someone who is not. Nothing corrects the wrong choice.

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