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Most business executives get into leadership positions of either ownership or management because they have
a dream. They believe they will have more freedom from organizational red tape, after watching their
managers they know they can do a better job, prestige, life balance and/or they want financial freedom.
What happens to the dream once they get into the role of manager?
Business is an evolution not a destination. The market never stops evolving and any business must realize to
stay relevant to a market they must also continue to evolve.
Mike Hsieh, Li & Fung Venture Capital Group leader said the following: "We pay close attention to a
potential investment's managers. We want to know that they know how to adapt to market changes. A
company that focuses only on the product doesn't necessarily have what it takes to maneuver with the
market." Most Venture Capital Groups will tell you that the first consideration is management, they are
usually the bottle neck to growth.
Great managers that build great businesses are few and far between. There is a 55 to 60% failure rate among
managers. We have evaluated managers/leaders and found them somewhere along the gradient below. We
believe that there are future Master Leaders that with our coaching can shorten their learning curve. Master
Leadership is a journey that takes years for most of us. The Daley Group builds Master Leaders and their
profitable, sustainable businesses so we are always looking for diamonds in the rough. The challenge is
finding technicians that truly want to be Master Leaders.
Above is a range and we all fall somewhere along that range. There are a few 2nd and 3rd generation
business people that did not receive the appropriate training, do not want to admit it and think they can fool
their peers. That is very dangerous. Most business people move into management from a technical role and
there are very few that make it to Master Leader. How will understanding this skills gradient help you
build a leadership team? Why is there such a high failure rate in business and among managers?
What cost to you is a challenged or failed manager? The leader of any group will determine the productivity
and range of the group. I'm sure you've heard any organization is only as good as the weakest link. They
determine the organization range not only by their abilities and perspectives but by the abilities and
perspective of those they have on the team. Technicians tend to hire people like themselves. True leaders
learn to hire talent better than themselves.
Technician's can be found in any role of any organization. Technicians are necessary and great if they are in
a technical role, but “leadership” at any level of a company is not a technical role. Technicians are task
oriented as opposed to relationship oriented so people are the last thing they see as a product. Quite the
contrary, they are seen as a nuisance and/or obstacle. Technicians that become managers with no
intentions of becoming leaders and developers of people and teams are destined to fail! The question
and risk is how much damage will they do before they fail. Some future leaders just get frustrated and
backslide in the technician role.
Who are technicians and what are they like? We have heard the following statements around the world
from sales reps to core team executives:
- "Coach you just don't understand, it's not the same in this company, this market, this
culture in this country." They actually believe they have a unique situation and rarely do in this
shrinking business world. We have a question we always ask in response that usually makes them
rethink their decision to ask the question in the first place. Please email or call us if you would like
that question.
- I make all the decisions in this business, nothing happens that I don't touch or know about!
- “Business would be great if we did not have to deal with employees and customers!” You will hear
people say this with a smile but they usually are dead serious.
- Another example guised as a joke is “Your reward for a job well done is the salary continuation
program!”
- “No one will ever do it as good as I can!” Technicians will never hire anyone better than themselves
and if they do it will not last long. Technicians will retain a consultant to tell them what they want to
hear. Usually a consultant just like themselves. Other than that you can't trust coaches or
consultants. Technicians always talk about what they did. Even if someone else did it!
- “Spending money on the business is like taking it right off my family’s dinner table.”
- “You want me to reinvest money into the business? Do you want me to make my house payment?”
Technicians are always looking for short cuts, bargains or better "free stuff", often to their teams
determent. But watch out if a customer of theirs has the same goal. They will be visibly insulted and
outraged.
- “I got into a small company so I would not have to deal with the corporate red tape (paperwork).”
- "I took this promotion so others would pull the hard work!" "I sincerely thought I would have more
free time!"
- "I'll invest more money when we have more sales"! The heat from the fireplace theory on the next
page.
Obviously we all have some of the above feelings at one time or another but the question is how predominant
are they. Does your management team have enough of them that it inhibits growth and possibly makes you
work environment toxic? At what cost? We can help!
What challenges could a technician experience if they don't evolve into a leader?
| No relevant skills |
| Technician |
| Leader |
| The Technician |
| 691 Trade Center Blvd, Chesterfield, MO 63005 636-527-7627 • Fax 636-489-4733 • www.DaleyGroup.org © 2006 Daley Group, LLC |
| Business management/leadership types, why should you care? |
| Daley Group, LLC A Daley Global Enterprises Company |