Jack Welch: Do not fear subordinates of genius

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Managing employees whose job you can neither do nor understand is a daunting task, regardless of whether you are dealing with software developers or other, most often technically oriented experts. The essential point is that the company's success depends on these professionals and you have to manage them in a way that is beneficial for all involved. That, at least, is the opinion of Jack Welch.

Welch, a long-serving CEO of General Electric (1981-2001), is an expert on leadership development and in 2010 he founded his own business school, the Jack Welch Management Institute at Strayer University in Virginia. He regularly publishes his reflections on LinkedIn. Here he focuses on managing "geniuses" as subordinates.

1. Show a willingness to understand

You should start by clarifying a fundamental rule of your team's operation that says managers will keep asking questions to understand adequately specific aspects of the work of their subordinate professionals and the professionals will keep answering for as long as necessary. Managers must clearly demonstrate that they want to understand better the work of their subordinates.

2. Connect work with strategic goals

Strive so as best to understand how specific technologies or tools contribute to the company's business strategy. Ask, for example: "How will every single piece of the hardware used affect our strategic objectives?" Ask questions so you can find more flexible and efficient solutions. Teach your experts to see not only the technical but also the business perspective of their work.

3. Respect experts as people

Although they may seem like aliens at first glance, all professionals are primarily people. Remember, therefore, to focus on relationships based on mutual respect and trust. Try to get closer to your subordinates as people. Then you will better understand how you can help them do their work.

-kk-

Article source LinkedIn Pulse - LinkedIn blogging platform
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