Talented subordinates are a common phenomenon in the workplace; otherwise, as the old saying goes, "each generation is worse than the last." However, attitudes towards talented subordinates vary widely. It is these different attitudes and practices that not only affect the fate of talented subordinates but also influence the leaders' own interests. How should one treat talented subordinates? This article shares my personal views.
First, view talented individuals with an appreciative mindset. A good mindset means being calm and positive, without jealousy. If jealousy exists, it will lead to distorted behaviors and words, greatly affecting the leader's own image and reputation. A positive mindset means appreciating talented subordinates. This not only gives subordinates a sense of pride and honor but also encourages them to fully utilize their abilities. Moreover, the leader will be respected, trusted, and admired by both the talented and others. Everyone will follow, unite, and engage in pioneering work, greatly improving work efficiency. Therefore, having talented subordinates is a cause for joy; having them is much better than not, because they can accomplish many tasks, especially those that ordinary people cannot do, and solve problems that ordinary people cannot solve.
Second, how to treat talented individuals.
When dealing with talented individuals, grasp three key points: use, manage, and nurture.
First, use them. Give talented individuals challenging work, mobilize their enthusiasm by all means, let them excel in their tasks, let their abilities and talents be fully displayed, and give them a sense of fulfillment on the stage. Only then can you retain them; otherwise, they will leave sooner or later.
Second, manage them. Talented individuals often have many shortcomings, are arrogant, and sometimes act on their own. Therefore, they must be managed, with institutional constraints and more ideological communication to reach consensus and resonance. The purpose is mutual understanding, to prevent misunderstandings and improper use of personnel due to lack of understanding, which could lead to trouble and losses.
Third, nurture them. Talented individuals often incur jealousy from others in the organization, and they often cannot control their desire for self-expression, even flaunting their talents inappropriately, which easily arouses resentment. Thus, they easily become the target of public criticism. If the leader blindly favors them, the leader may also be attacked and harmed. If the leader caters to the psychological needs of other members and attacks or excludes the talented individual who has become the target, the talented individual may leave or cause damage to the organization.
The proper solution is for the leader to adopt a nurturing approach. If the talented individual is a fish, the organization is the water, and this organization is composed of every member, including the talented individual themselves. Therefore, guide the talented individual to talk less and do more, achieve results, and also help them correct their shortcomings in a kind and artistic way. At the same time, educate organizational members to emancipate their minds, update their concepts, and emulate the virtuous, fostering a healthy atmosphere of unity, cooperation, and positive progress. Then guide the talented individual to integrate with the organization's members. In fact, as long as the organization is healthy and sound, it can naturally nurture talented individuals, cultivate more of them, and attract external talent, making the organization a treasure trove for gathering talent.
Third, recommend talented individuals. When opportunities arise, strongly recommend them for promotion, and do not worry about them being on an equal footing with you or surpassing you. When talented individuals rise, it is more beneficial than harmful to the leader, and to a certain extent, it is entirely beneficial. Moreover, for the organization, it can cultivate more talented individuals. When everyone sees that talented people can rise, they will strive to improve their abilities, thereby enhancing the overall combat effectiveness of the organization. Otherwise, if talented individuals cannot rise when opportunities come, they will remain stuck within the organization. Not only will they complain, but others will also think that even the talented are no better than this, so why bother working hard? Consequently, the organization lacks upward momentum and vitality, becoming lifeless, and work efficiency and innovation become impossible. If the leader deliberately suppresses talented individuals, or even promotes mediocre or petty people, it is even more dangerous. It not only dampens the enthusiasm of the talented, making them completely disappointed in the organization, but also causes other members to have negative views and become disappointed. More dangerously, the organization will form a harmful cultural atmosphere where people do not work actively but engage in crooked ways, flattery, and false accusations, creating a foul organizational climate.
Fourth, cultivate talented individuals to prepare for your own promotion. If there are few or no talented individuals in the organization, the leader's task is to cultivate them by all means, create more talented individuals, and prepare for your own transfer and promotion. That is, let talented subordinates spur your own promotion. Otherwise, if you have not cultivated any talented individuals or have no successor, it will become an obstacle to your promotion at a critical moment. Imagine, if there is no talented person to take over your work, can you be transferred or promoted? Furthermore, only by cultivating talented individuals can you prove that you are also talented, even more capable than them, and that you can take on more important roles. If you cannot even cultivate a single talented person, it shows that you are only a minor role, just a worker, and you will not be noticed by higher-level organizations and leaders, nor be promoted to higher positions or take on more important roles. Because all work is done by people, if you do not know how to work with people and only know how to do tasks, how much can one person accomplish? Of course, if your organization exports many talents, and many talented individuals take positions in systems outside the organization, it is a good resource for you and the organization, creating a favorable and relaxed environment for the survival and development of both.
Fifth, resolutely remove narrow-minded leaders. Some leaders worry that talented subordinates will surpass them, so they not only fail to cultivate or recommend them but even use despicable means to suppress, belittle, and harm them. Such leaders harm others and themselves, and in turn damage the organization's interests. It is best to remove such leaders from their positions as soon as possible. Otherwise, they may evolve from initial narrow-mindedness to eventual psychological distortion, needing to see a psychiatrist, or even becoming crazy and harming others. If they are removed from leadership positions, many of their problems may be corrected, at least they will no longer harm others, themselves, or the organization. Therefore, leaders who cannot cultivate talented individuals and only consider themselves capable are not suitable for significant or important roles, or are not fit for leadership work. Removing them is a natural and logical step.
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