Mental Model Dōjō | Modern General Management Forum
November 21 Session (free)
- Session A: Nov 21 (Tue) 08:00 SGP, Nov 20 (Mon) 20:00 US EST, 19:00 CST, 17:00 PST
- Session B: Nov 21 (Tue) 18:00 SGP, 14:00 DXB, 12:00 PAR, 11:00 LON
Managing Smart People, Managing Quiet People
When it comes to the topic of how to manage disengaged team members in my (Coach Takeshi) executive coaching sessions, I see two patterns. On one end of the spectrum is the “quiet” people; i.e. people who leaders perceive as passive and instruction waiting. On the other end of the spectrum is the “smart” people; i.e. people who leaders perceive as holding high esteem of their abilities and sometimes causing complications in teamwork, including withholding and closed behavior*.
I think almost all leaders come across these two types of people (in varying degree of course) at some point in their careers managing teams. Therefore I believe managing smart people and quiet people are each important targeted management skills that every leader would find useful to anticipate and develop.
In my coaching sessions, some executives have found breakthrough in this topic with better feedbacking skills, e.g. Radical Candor. Other coachees have found the Delegation, Empowerment Spectrum helpful. And there are many more mental models that leaders can pick and choose in devising their own ways of embracing these two types of challenging people. Come join our session and let’s explore together.
Note*: I am aware of the impression of passing judgement and the risk of stereo typically labelling people as “smart” and “quiet”. Nonetheless oversimplification is sometimes helpful in facilitating thinking exercises so forgive me.
Reference readings: (1) https://agile-od.com/mmdojo/1762/radical-candor, (2) https://agile-od.com/mmdojo/9866/empowerment-delegation-spectrum