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scenario 1:
Management is a fun topic and a never-ending pursuit of excellence.  On the upper end of the organization, you have power and authority governed by policies; the bottom is defined by tasks, procedures, and following directions.
Our whole careers of working with people, in-service, and enabling opportunity, and rewards is a never-ending process that continuously reveals itself and educates us.
There is quite a bit to be said for people and their egos, and personalities.  Are these personalities capable of being changed, or it one hard-wired at birth?  Perhaps our journeys are one of the discoveries of who we are and where we perform best. Takes one a while to discover oneself.  The whole process is one of discovery, endlessly fascinating and rewarding (wish I knew then?)
Of course, locating a good mentor, however defined is always a huge asset.
scenario 2:  One might ask: what are the main qualities of employees who will be successful in their jobs? There really is quite a bit of difference between those in positions of authority and power versus those involved in the day-to-day activities of the organization. As we discussed in our management chapter, we have the leader-generalist-strategist versus the manager-specialist-tactician.
Take for an example the qualities are helpful in a small business versus those in a large company. We can get a quality experience, and education in small businesses in that it is a baptism of just being thrown into the water and you learn how to swim in the moment.
Large companies breed bureaucrats doing the same process and generating for management the same figures and reports for years. Quite a bit of politics present.  Go along to get along type atmosphere.  One might need an empathetic mentor.
Quite a bit of difference in the employees of these two types of organizations. Perhaps the tale of two different types of professionals. Small businesses allow us to be ‘the’ decision-maker as long as it works.  A wrong decision may cause your career to derail.  This and the fact that you competitor across the street can quite easily undercut you ‘pricewise’.
Answer the following questions:
a.) So, who might you hire if the decision-maker or the ‘order-taker’ applies for a job with your company?   Under two different scenarios each can be successful.  However, would you be interested in hiring ‘the ‘rebel’ as someone who has no talent, won’t take orders, and won’t follow directions’?
b.) Might this mean that, be it a ‘tall-type organization’ or the team approach, the traits for success entail having some talent, taking orders (and they have to be delegated), and merely following directions? Might these be traits similar to raising successful offspring?

 

Guideline: Making Smart Hiring Decisions in a Structured vs. Dynamic Environment

When you’re tasked with hiring employees, it’s important to consider the type of organization, its structure, and the role in question. Below are some insights and a step-by-step guide on how to approach hiring a decision-maker vs. an order-taker based on your organization’s needs.

1. Identify the Organizational Structure

• Tall-type organizations (hierarchical): These are structured with multiple levels of authority. Employees in these organizations are often required to follow instructions from higher-ups and complete tasks within defined parameters.
• Team-based or flat organizations: These focus on collaboration, decision-making at all levels, and flexibility. These organizations value autonomy and initiative.

2. Assess the Role Requirements

• Decision-Maker: If the role requires innovation, rapid decision-making, or independence (e.g., leadership roles, project management in startups, creative sectors), consider hiring a decision-maker.
  • Skills: Problem-solving, creativity, and autonomy.
  • Best fit for: Startups, fast-paced environments, and roles that require initiative.
• Order-Taker: If the role is highly structured and requires adherence to established processes (e.g., administrative roles, roles in large corporations), an order-taker might be the better fit.
  • Skills: Attention to detail, discipline, and the ability to follow procedures.
  • Best fit for: Large organizations, roles where consistent processes and efficiency are important.

3. Consider the Personality Type

• The Rebel: If an applicant exhibits strong resistance to authority and struggles to follow directions, you need to determine if this is a strength or a liability.
  • Strengths: Independent thinking, challenge to norms, and ability to innovate.
  • Challenges: Difficulty in collaborating in a structured environment, possible disruption of team dynamics.
• The Conformist: If an applicant excels at following directions but lacks initiative, you need to determine if they would fit well into your team.
  • Strengths: Efficiency, consistency, and adherence to rules.
  • Challenges: Might lack innovation or struggle in environments that require quick thinking.

4. Evaluate Cultural Fit

• Cultural compatibility: The best employee is one who not only fits the technical role but also fits within your organization’s culture. If your company values creativity and autonomy, a decision-maker may be better suited. If your company values order and consistency, an order-taker will thrive.
• Mentorship: Consider if the applicant is open to guidance. A rebel might need a strong mentor to help them channel their strengths in a productive direction.

5. Match the Right Candidate to the Right Scenario

• Scenario 1: Small Business (Dynamic Environment)
  • Ideal Candidate: Decision-Maker
  • Why: Small businesses thrive on employees who are willing to take charge, make decisions quickly, and adapt to ever-changing circumstances. A decision-maker will bring in fresh ideas and help the business grow rapidly.
• Scenario 2: Large Company (Structured Environment)
  • Ideal Candidate: Order-Taker
  • Why: Larger organizations often require employees to follow well-established processes and policies. An order-taker will excel in ensuring these procedures are followed and will contribute to the smooth running of the organization.

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Guideline for Raising Successful Offspring and Employees:

1. Balance Independence and Structure

   • Just as children need guidance and structure to thrive, employees also benefit from clear direction and expectations.
   • Encourage employees (or children) to be independent thinkers, but also ensure they understand the importance of following orders when necessary.

2. Foster Growth Through Mentorship

   • Both employees and children need guidance and a mentor figure to help them navigate challenges.
   • A mentor can help foster the skills needed for employees to make decisions in the right context and provide the direction needed to stay on track.

3. Instill a Balance of Talent and Discipline

   • Just as a child needs to develop both their talents and the ability to follow instructions, employees need to balance their creative capabilities with the discipline to execute tasks efficiently.

4. Encourage Adaptability

   • Whether raising children or training employees, adaptability is essential. Encourage them to adapt to the context—whether it’s a structured environment that requires following orders or a dynamic environment where taking charge is necessary.

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Conclusion: When deciding between hiring a decision-maker and an order-taker, it’s crucial to understand the role, the environment, and the candidate’s personality. A decision-maker will thrive in dynamic environments, while an order-taker excels in more structured settings. Additionally, both employee types can be successful, but ensuring a good cultural fit and considering their ability to adapt to your organization’s needs is key.

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