Self-Starters Can Make Terrible Managers
Self-Starters Can Make Terrible Managers
Employers tend to promote top performers, usually self-starters, to leadership roles. Upon doing so, we fail to recognize that we are often promoting for the wrong reasons. A self-starter with the right leadership training can lead by example. A self-starter may be more proactive in the leadership education process and gain more. A self-starter unwilling or improperly trained in leadership, will most likely fail. Leadership is lifelong education, requiring regular revisits to the basics. Without ability to understand and adapt to those unlike us, we stunt company growth and can only hire a small percentage of the available applicant pool. It is for this reason that major market employers can rarely be highly selective in hiring, even in times of high unemployment.
Leadership is not a natural progression but rather a distinct, precise and often trainable subset. Coaching is something many self-starters have no interest in. “Why should I coddle you, when no one coddled me?” Coaching should never be coddling but rather a transfer of information, measurable success benchmarks, regular performance feedback and precisely communicated and delivered rewards and consequences. Assuming the talent acquisition process is doing its job, coaching is that which makes success an employee choice.
To be a self-starter is to be intrinsically motivated, motivated from within, believing that hard work and/or successful results lead to positive outcomes. Those not intrinsically motivated can often pinpoint the catalyst to their new extrinsic motivation and can successfully understand and relate to others also not intrinsically motivated. We know that extrinsic motivation is volatile, affected by the employer. Motivation is, in its simplest terms, a reason. We know most people are not intrinsically motivated. This is validated through decades of results, employee research in the hundreds of thousands, and pinpointed findings in the AskHRS.com surveys.
Self-starters can make great managers, provided they are willing and precisely trained in audience adaptation and effective coaching principles. Those who make good employees because of someone else’s effective coaching should also be considered for coaching opportunities. Understanding what transformed you to improved performance is a valuable toolset applicable to transforming others! Those who were “transformed” can be highly influential and motivational success stories for others. If you are reading this, you are most likely already a self-starter.
SelfStarters Can Make Terrible Managers - To learn more about this author, visit Jessica Ollenburg's Website.
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Self-starters rarely understand those who are not self-starters, and most available employees are not self-starters. This lack of understanding creates a barrier to audience adaptation and leadership problem solving. Until we learn otherwise, we tend to believe others think and behave as we do. Without specific leadership training, self-starters lack necessary frame of reference and are often less than successful engaging and guiding the performance of others.
Employers tend to promote top performers, usually self-starters, to leadership roles. Upon doing so, we fail to recognize that we are often promoting for the wrong reasons. A self-starter with the right leadership training can lead by example. A self-starter may be more proactive in the leadership education process and gain more. A self-starter unwilling or improperly trained in leadership, will most likely fail. Leadership is lifelong education, requiring regular revisits to the basics. Without ability to understand and adapt to those unlike us, we stunt company growth and can only hire a small percentage of the available applicant pool. It is for this reason that major market employers can rarely be highly selective in hiring, even in times of high unemployment.
Leadership is not a natural progression but rather a distinct, precise and often trainable subset. Coaching is something many self-starters have no interest in. “Why should I coddle you, when no one coddled me?” Coaching should never be coddling but rather a transfer of information, measurable success benchmarks, regular performance feedback and precisely communicated and delivered rewards and consequences. Assuming the talent acquisition process is doing its job, coaching is that which makes success an employee choice.
To be a self-starter is to be intrinsically motivated, motivated from within, believing that hard work and/or successful results lead to positive outcomes. Those not intrinsically motivated can often pinpoint the catalyst to their new extrinsic motivation and can successfully understand and relate to others also not intrinsically motivated. We know that extrinsic motivation is volatile, affected by the employer. Motivation is, in its simplest terms, a reason. We know most people are not intrinsically motivated. This is validated through decades of results, employee research in the hundreds of thousands, and pinpointed findings in the AskHRS.com surveys.
Self-starters can make great managers, provided they are willing and precisely trained in audience adaptation and effective coaching principles. Those who make good employees because of someone else’s effective coaching should also be considered for coaching opportunities. Understanding what transformed you to improved performance is a valuable toolset applicable to transforming others! Those who were “transformed” can be highly influential and motivational success stories for others. If you are reading this, you are most likely already a self-starter.
SelfStarters Can Make Terrible Managers - To learn more about this author, visit Jessica Ollenburg's Website.
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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