While we like to talk about the uniqueness of the people that we associate with, we seldom consider their uniqueness in our working relations. Why is it that when we search for the best and the brightest and bring them into the organization that very often they do not meet our expectations? As an example, many organizations focus on hiring the top ten percent of the graduating class. Is that really necessary? If we assume that the top ten percent provide the best without any data to support such a decision we create problems for both the organization and the new hire. Academic credentials need to be supplemented with some minimum level of people skills—especially communication and leadership skills.

As a manager you need to know the competencies of your people and at what level they can participate most effectively. There are many different types of people in every discipline and every discipline covers a spectrum of individuals with specific knowledge, skills, attitudes, personal characteristics, and work and other experiences. Here are several continuums to reflect on when considering the placement of people:

• From the person who prefers routine to the change maker

• From the one satisfied with the status quo to the one who says if it ain't broke, fix it

• From the one who sees the trees to the one who sees the forest to the one who sees both the trees and the forest

• From the one who lives in the cubicle to the one who seeks broader experiences

• From the plodder to the proactive to the creative to the innovator

• From the one who thinks within the box to the one who thinks out of the box

• From the one who asks why to one who asks why not

• From the academically oriented to the practitioner to the one who functions in both the academic and practitioner camps

• From the thinker to the doer to the thinker and doer

You should recognize that a person who is hired to do research in any discipline and is then assigned to a routine activity will either fail or leave the organization. If you do this, you may participate in destroying a career. As an example, if you assign a change maker to the position that involves maintaining the status quo and vice versa you create a situation that will not only require hours of your time in the future but will also have a negative impact on performance. You create dissatisfaction that leads to lack of motivation. Careers can be destroyed through improper placement and such actions have a negative impact on performance. Managers need to reflect on these continuums to make appropriate assignments.