The ‘Stallion’ Dilemma
In every company, there are a few very fast rising executive stars with what I like to refer to as the ‘stallion syndrome.’ Why do I call them stallions? Well, they are people who are very impressive in appearance, very strong in performance results and very hard to manage. These stallions stand out from the crowd. They have extraordinary talents in a few critical areas that result in successfully reaching the number goals. They are driven, ambitious, fearless and cocky, and often disregard failures by not taking responsibility. The stallion usually makes or exceeds all of his numbers, drives followers to high levels of performance and innovates amazing concepts and products. Promotions come fast and the stallion moves up in the organization quickly.
But very often, stallions also have huge blind spots to their deficits.
It is almost as if a well-rounded executive must possess twenty different important traits with a passing grade in each area. These characteristics often include:
A team first loyalty
Ability to articulate clearly
On the other hand, there is the stallion, which is extraordinary in three or four of these realms, but can be abysmal in many others. It is almost like God said: “If I give you an exceptional talent, it is a zero-sum character game and for every great trait, there is an offset of weak traits.” History has shown that extraordinary talent often comes with significant quirks.
Because the stallion is stroked for their numerical accomplishments, they are uninterested in working on their weak points. They tend to be extremely difficult to coach, and often are in denial that the weaknesses are important to correct, or worse yet, even […]