Superstars and Rockstars
Let’s start by talking about two very fictional employees. Well, their names are fictional but I am definitely describing two real people I work with.
First, meet Liz. Liz is a twenty-something part-time staff member working her way through college, getting a Bachelor of Arts in *insert obscure subject here* and loves to travel. She’s not sure what she is going to do when she has finished school, but it looks like moving up in your company is a priority of hers. She sees the potential in the business and has a passion for what she does. She brings new ideas to the table on a weekly basis; a process efficiency, a new service, or a marketing strategy that could elevate your brand. As time goes on, you realize that Liz might be the next “you” (which, as we will cover in a future blog post, is something to be treasured and not something to fear). We like Liz.
Then you have Helena. Helena has worked part-time for the past 8 years as her ‘second career’. After a long career as an administrative assistant, she decided to hang up the landline and take the ink out of the typewriter to spend more time with her grandchildren. Working for you is a great way to contribute to society, socialize, and make some extra money for the slot machines during her bi-annual stay at the Flamingo in Las Vegas. She shows up 35 minutes early to every shift to catch up on the daily happenings (some work-related, but mostly social), attends all meetings, and ‘says it like it is’. She works about 18 hours a week and will help her co-workers cover shifts, train new employees, and give feedback about how things are going. Helena isn’t a big fan of change but is open to doing as she is told because, well, you’re the boss. You know she won’t leave you without coverage because better plans come up, but you also know she’s not interested in advancing. Ever.
Which employee is more valuable?
If you were anything like me, I was all over the “Liz”’s of my team when I started supervising. I appreciated their attitude, welcomed their suggestions, and secretly wished everyone was like Liz. I mean after all, who wouldn’t like a Liz!?
The trick is - a team of people all striving to move up in the organization (or “Superstars” as Kim Scott describes in her book Radical Candor) will never work. In many organizations, the opportunities for promotions are rare. That’s especially true in small businesses where the owner is usually the boss. Too many Superstars result in people looking to stand out, competing for the boss’ admiration to get a ‘leg up’ on the competition. To use a sports analogy, they begin playing for the name on the back of the jersey, not the one on the front (aka: the team).
Helena, on the other hand, doesn’t even realize a competition is going on. Scott describes her as a “rockstar”. She provides much-needed stability to a team, to your customers, and to you as a supervisor. When Helena tells you something, it is because it’s an easy fix to make things better. When Helena trains someone, she does it thoroughly because she wants to make sure nobody makes mistakes and (subsequently) extra work for her or others. Helena does truly care about her job, but not your job. Too many Helena’s won’t work either; succession planning and injecting fresh ideas is a great thing for any organization.
It was only after a few years that I realized I liked Liz because I was a Liz. That is what got me into the role of a supervisor, after all! We don’t promote Helena’s - if we tried, they would roll their eyes and walk away. Because that’s not what they want. But the Superstars can’t body surf in the mosh pit unless the Rockstars are there to hold them up.
As a sports fan, I understand this. A team of all high-scoring players doesn’t work - you need the ‘grinders’ and the ‘locker room guys and girls’ to round out a team. Yet for some reason, it took me a decade as a manager to understand what came so naturally on the ice/court.
So what can we take from this? Celebrate the role that every staff member plays as unique and important. This diversity should be reflected in your encouragement, too. Helena might appreciate extra hours re-organizing a storage room, where Liz would think she is being punished. Provide Liz opportunities to learn and grow in ways that suit her goals, and thank the Helena’s for their dedication, their technical prowess, and their attention to detail.
What is my first step to actioning this?
Recognize one rockstar and one superstar this week for the unique talents they bring to your team. Not only will this make people feel great (yay!), but the praise will spread and other staff will look to replicate the great work
