As a seasoned business head with over two decades of experience in team building and mentoring startups, I found myself contemplating a profound question posed by T S Giridharan sir: “Why do you need managers when people can manage themselves?”
This question, along with insights from influential figures like Simon Sinek, Shadé Zahrai MBA LLB, Rajiv Talreja, and Guillaume Moubeche, has inspired me to create the Capability-Engagement Alignment Grid.
The Capability-Engagement Alignment Grid
The Capability-Engagement Alignment Grid is a strategic tool that categorizes team members based on two crucial parameters:
1. X-axis: Commitment, Drive, Trustworthiness, and Humaneness
2. Y-axis: Performance, Capability, Skills, and Courage
This grid helps identify four distinct types of team members:
Quadrant I – Skilled Mavericks
These individuals are highly skilled but lack commitment and trustworthiness. They often contribute significantly to the organization’s revenue but may lack empathy and alignment with the company culture and vision. While their skills are valuable, they require coaching on teamwork to prevent a toxic environment.
Quadrant II – Self-Managing Star Performers
These are the A-class players, as Steve Jobs would say, who are self-managing. They are highly skilled with high commitment and trust. They empathize with their teammates, assist and guide them, and are indispensable assets to the organization. These individuals embody Giri Sir’s quote and thrive on delegation.
Quadrant III – Committed and Dedicated Learners
These team members may not be highly skilled, but they are highly committed and trustworthy. With the right support and mentorship, they can acquire the necessary skills and contribute significantly to the organization. However, without support, they may remain in their comfort zone, hindering personal and organizational growth.
Quadrant IV – Risky and Under Performers
These individuals have low skills, low commitment, and low trustworthiness. They require micromanagement and can be disruptive to the team. They may be manipulative, narcissistic, and lack accountability, posing a risk to the team’s harmony and productivity.
The Ideal Team Member
While Quadrant II represents the ideal team members, reality often necessitates compromise. Given a choice between performance and commitment, I prefer those who are committed, driven, and trustworthy, akin to the US Navy SEALs’ recruitment strategy.
In my experience, individuals extending between Quadrant II and III (committed contributors), with the right support, can move to Quadrant II, becoming star performers. This transition is a testament to the power of mentorship and the potential of committed individuals.
Conclusion
As startup founders and business leaders, our role extends beyond managing teams. We are mentors who can guide our team members towards self-management, fostering a culture of trust, commitment, and high performance.
By understanding the different types of team members and providing the right support, we can cultivate a team of self-managing star performers, driving our startups towards success.
So, who would you choose and why? Your choice can shape the future of your startup and the growth of your team members. Remember, the power of self-management can be the key to unlocking your startup’s potential.