Let's Hear It for B Players  

Oleh:

DeLong, Thomas J. ; Vijayaraghavan, Vineeta

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 81 no. 6 (Jun. 2003)
Topik: PLAYER; change management; leadership; management styles; middle management; personal strategy & style; personality

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.20 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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In the much - heralded war for talent, it's hardly surprising that companies have invested a lot of time, money, and energy in hiring and retaining star performers. For most CEOs, recruiting stars is simply more fun ; for one thing, the young A players they interview often remind them of themselves at the same age. For another, A players' brilliance and drive is infectious ; you simply want to be in their company. Besides, in these troubled times, when businesses are so vulnerable, people who seem to have what it takes to turn around a company's performance are almost irresistible. But our understandable fascination with star performers can lure us into the dangerous trap of underestimating the vital importance of the supporting actors. It's true that A players can make enormous contributions to performance. Yet, as the authors have found, companies' long-term performance -even survival - depends far more on the unsung commitment and contributions of their B players. These capable, steady performers are the best supporting actors of the corporate world. They counterbalance the ambitions of the company's high - performing visionaries. Unfortunately, organizations rarely learn to value their B players in ways that are gratifying for either the company or these employees. This article will help you to rethink the role of your organization's B players.

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