Go Elsewhere

We all have our “go to” people.  We can rely on them to get the job done.  In a pinch they can help.

Perhaps this is more of a self-fulfilling prophecy than we would like to think.  Perhaps they just have more practice since we always ask them to perform.  Managers have a responsibility to develop all their staff.  While undoubtedly some individuals perform better than others, everyone should be given some chances before we stifle their career prospects.

In grooming new performers, extra management time is indeed needed.  We have to plan in advance to give staff time to make mistakes and learn new skills.  Sometimes emergencies are genuine, and we need a proven performer.  Most of the time, however, more foresight on our part would enable us to give the work to a less experienced staff member and to mentor them on how to accomplish the goals. 

Several benefits accrue.  

• The individual given the unexpected opportunity may have or develop new ideas on how to get things done.  
• The organization acquires a larger resource of really capable staff.  
• And perhaps the usual “go to” person gets some relief from always filling the gap.