Today's Business Lessons
There's an unnoticed population of employees in business today. Strangely enough, they're also the majority.
The diagram below illustrates the labels that organizations often use
(knowingly or unknowingly) to classify their employees. The y-axis
focuses on how a professional is measured on meeting the organizational
performance criteria that fuel the business engine. The x-axis centers
on how the professional fares on meeting the expectations of the human
engine. In each of the four corners, we find the Stars, Sinners, Low
Performers, and Saints. I'll go into more detail on the four corners of
the diagram in my next post, but for now, I want to bring to your
attention those falling in the middle of the diagram — the Stalwarts.
These solid citizens make up the majority of employees in most
organizations. The odds are you may find yourself among the Stalwarts at
some point in your career, no matter how high-revving your internal
drive is. If so, you probably will find yourself questioning your significance.
That's because, despite the number of Stalwarts in an organization,
these good, solid citizens of the organization go largely unnoticed. Few
leaders think about the motivation, inclusion, and explicit career
management of the solid performers. One Fortune 500 leader said, "I
thought that it couldn't be true that so many workers are systematically
ignored through no fault of their own (except for the fact that they
may not be politically astute or they don't draw attention to
themselves). But the more I reflected on my own company, the more I
realized that I spend all my time worrying about the high performers and
assume that everything is OK with everyone else."
So what exactly is the Stalwart temperament? Perhaps the defining
characteristic of Stalwarts is their aversion to calling attention to
themselves — even when they need to. They are like the proverbial wheel
that never squeaks — and, consequently, gets no grease. The quickest way
to identify Stalwarts is to list the people who make the fewest demands
on the CEO's time. Such reserve is utterly alien to most Stars, who
make sure that they squeak loudly enough to get the attention they want.
The other signature trait of Stalwarts is their deep loyalty to the
organization. They are responsible and care deeply about the
organization's values, and they generally steer clear of risk. Stalwarts
are intrinsically motivated by the service they can render for the good
of the organization, and they let their own careers take a backseat to
the company's well-being.
They feel that they have accomplished
something if the company is running like a well-oiled machine.
If you're an executive or leader who manages Stalwarts, it may be
time to reexamine the way you perceive your Stalwart colleagues. Leaders
often have several misconceptions about Stalwart employees, including
the following:
Myth #1: Stars are smarter than Stalwarts. Stalwarts
are not necessarily less intelligent than Stars. Achievement is a
complicated blend of intelligence, motivation, and personality. Research
confirms that insight; dozens of psychological studies have
demonstrated that Stars and Stalwarts differ at least as much in
temperament as intelligence.
Myth #2: Everybody is the same. Not every employee
wants to give his all (or even his best) to the organization, leaving
little time and energy for people and passions outside the workplace.
Stalwarts place a high premium on work-life balance, and they highly
value the time they spend with family and friends. In fact, many of the
most productive Stalwarts are recovered Stars who, for a variety of
personal reasons, have made a conscious decision to drop off the fast
track.
Myth #3: Everybody wants the same thing out of work.
Leaders often assume that all of their followers share their drive for
power, status, and money. That's just not so. Many Stalwarts want to
influence others in their jobs. Others value autonomy, creative
opportunities, or the chance to develop unique expertise.
Myth #4: Everybody wants to be promoted. Not every
employee wants to climb the ladder and rise to corporate prominence. The
truth is that many Stalwarts seek recognition and stability rather than
promotion. Stalwarts strive for advancement, but not at all costs.
Myth #5: Everybody wants to be a manager. Corporate
career-planning practices typically operate on the assumption that
people will feel rewarded and special if they are given even nominal
management responsibilities. For that reason, we often ask Stalwarts to
give up their technical competencies for managerial ones. In the
process, we often turn terrific specialists into mediocre managers.
Stalwarts bring depth and stability to the companies they work for,
slowly but surely improving both corporate performance and
organizational resilience. They are always there as quiet yet powerful
reminders to high performers obsessed with themselves or as examples to
low performers terrified of failure. They will never garner the most
revenue or the biggest clients, but they are also less likely to
embarrass the company or flunk out. They know intuitively how to stay
grounded even when their footing may be unsure. And while managers often
take this amazing ability for granted, it brings real value to organizations day after day. In times of crisis,
Stalwarts can be an organization's saving grace.
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