Managing talented people - Alan Robertson

Highly talented people have very different values and motivation from the majority of people. More is expected of them and they expect more in return. They are often

high-impact but high-maintenance too. They think differently (and faster). They get bored more readily. They need different kinds of challenges. They can deal with more complexity but are more complex in themselves. They get frustrated more readily and express themselves readily.
They are a different kind of person - and they need a different kind of management.

The manager of a talented team needs to learn quickly how to spot and respond to talent, how to encourage it to grow, whilst gently directing its course. The manager of talent needs to be able to cope with the fact that certain members of the team may be in some respects brighter and more able than they are - and they need to be comfortable about that. The manager of a talented team needs to completely understand what role they play in the team's success and communicate that subtly but effectively. The manager must be respected and be the person that the talented individual is happy to be led by.

"Managing Talented People is worth a read. It explores important issues directly affecting the creative industry. .. Its structure is very easy to dip into - with clear headings, bullet-points and quotes - and has an easy-going style."

Design Week