A Hard Truth For the Boss: Your B Players Could Be A's if You Were Better at Your Job

In 1999 Peter Drucker wrote an essay for the Harvard Business Review titled “Managing Oneself.”  We use it with almost all our clients, regardless of engagement. In 'John Wooden' speak it is at the base of our Pyramid of Success. Drucker asks a series of questions of the reader related to feedback analysis such as: "What are my strengths and values? Where do I belong? How do I work?  What can I contribute?" One would expect that the motivated worker would be compelled to implement what they have learned and share with others their answer.  Drucker’s logical explanation is sound, well written, and his authority as a leading thinker is beyond reproach.  So why doesn't it work?  Because it doesn't feel good, and it might not be safe…

Drucker’s logical argument sits right in your teammate’s brain and waits.  it waits for an emotion to kick it into gear. This emotion accounts for up to 60% of the missing engagement reserves that plague our workplace today. Managers are responsible for creating the secret sauce, for having insight into what makes their people tick, and then making it safe for the worker to implement Drucker’s insights to strive and reach. 

In looking to study this on a first hand basis and because we have the right age children we have volunteered as a youth sport coach for over 250 hours this year. In both recreational and....

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