The result is that the higher the enthusiasm, the more mistakes made and the greater the negative impact. In real work, many organizations repeatedly experience tragedies of improper identification and use of personnel in human resources.
In reality, there are many people with high enthusiasm but low ability. Leaders, when in need of personnel, sometimes use these people and place them in important positions that do not match their abilities, with predictable results.
Hesitating and choosing someone with high enthusiasm but low ability leads to heavy losses
A certain unit launched an important technology development project. A person with strong ability was not enthusiastic and unwilling to be the project manager, while a person with average ability, for unknown reasons, showed high enthusiasm and was willing to take on the important role. After research and discussion, the leadership team believed this person was not suitable and tried to persuade the capable person to take the role. At this point, the average-ability person, facing setbacks, became even more determined. He approached the main leader, expressing loyalty and eagerness, outlining his ideas and work plans, and even produced a specific plan overnight, along with written commitments. His enthusiasm finally moved a main leader. Ultimately, the main leader made the decision to appoint the person with average practical ability as project manager. As soon as he took office, he showed great work enthusiasm, diligent and hardworking, working overtime, appearing busy. One member of the leadership team was in charge of overseeing the project. Over time, he was also moved by the manager's enthusiasm and gradually relaxed supervision and tracking of the project. The project leader, with high enthusiasm but low ability, gradually became bolder and made fatal mistakes, causing the project to fail completely, and also leading to the inability to fulfill many related contracts, resulting in numerous contract disputes. Although the low-ability, high-enthusiasm person eventually left, the enterprise suffered huge losses.
Case Analysis: Why Leaders Choose People with High Enthusiasm but Low Ability
From this case, we can see a problem: when leaders are in urgent need of personnel, they often make mistakes in selection. The capable person was not enthusiastic, and after repeated persuasion failed, a highly enthusiastic person appeared. Imagine, when a leader faces both, if not very calm, and is influenced by enthusiasm, emotions will lean toward the latter, as happened in the above case. Real work cannot be solved by emotions alone. Choosing the latter means the leader must always face the risk of failure. Choosing the former, the capable person, the leader may need to do more ideological work. In comparison, the leader should choose the capable person for important tasks.
Further analysis: Capable people are often confident, believing that the leader will definitely assign the task to them, so they do not proactively volunteer, waiting for the leader to ask. This is what people call being aloof. If the leader does not understand the psychology of these capable people and thinks they are unwilling to work, then trouble arises. Moreover, if the leader lacks leadership art, is unwilling to lower himself to "beg" for their help, or speaks improperly when asking, it may truly make these capable people completely unwilling to work. The leader then faces a passive situation with no one to ask or use. Therefore, as a leader, one must understand psychology and have good leadership art to fully mobilize subordinates' enthusiasm.
When a leader faces the situation of asking for capable people and failing, those with high enthusiasm and low ability often lead the leader astray. The leader may think their spirit is commendable, and although knowing their ability is insufficient, is influenced by their enthusiasm and sometimes lets them try. Once started, there is no turning back. The result is that the higher the enthusiasm, the more mistakes made and the greater the negative impact. In real work, many organizations repeatedly experience tragedies of improper identification and use of personnel in human resources.
This reminds me of Schneider's saying: 99% of people in the world are doing jobs that do not match their abilities.
How to Treat People with High Enthusiasm but Low Ability
People's abilities are mostly developed through actual combat. Therefore, everyone has a process of gradually accumulating ability. Subordinates' enthusiasm is a good thing. How to handle it well? My experience is as follows.
First, encourage and affirm this enthusiasm: "Good! Only those who want to do things can do them well. Only those who want to do great things can achieve great things. Keep accumulating, and you will surely achieve great things in the future!" When leaders praise subordinates like this, while their blood surges, they will accept your next arrangement with a happy mood. Never speak carelessly: "You can't do it! You are far from capable! Can such an important matter be casually given to you?" A tone and demeanor that looks down on subordinates will hurt their feelings. A casual remark from a leader may cause someone to become depressed, resign, or even shatter a dream. Whether in front of others or behind their backs, leaders cannot casually say such things, because even if the person does not hear directly, they will hear indirectly.
Editor's PS: The editor has selected 1,067 articles from nearly 1,900 articles published on this official account, divided into 14 categories and 57 knowledge points, systematically compiling frontline marketing management content into a library for everyone's learning. From market to customers, focusing on practical combat and management, all are valuable. After following the official account, reply with the number "1" to browse and view related content.