These are the employees that are motivated by being consistent, focused experts. Instead, the emphasis is on the word rock. Now, we’re not talking about employees that can clear their desks, whip out a guitar and then melt everyone’s faces although depending on what sort of day you’re having, that could be nice. Knowing this, and in turn exposing your staff to the conditions that motivate them, can have them perform brilliantly whilst also making them happy and fulfilled in their roles. As the names suggest, they are both stars and are therefore of huge value to the department, but as we’ll explore in this article, they are motivated in very different ways.Īs a manager, it is important to identify whether your high performers are rockstars or superstars. In the book, Kim Scott argues that there are two types of high-performing individual: rockstars and superstars. This choice of motivation exists for individuals in both tracks and can steer their choices when deciding how to spend their time through to which new opportunities to consider. When I was reading Radical Candor, an excellent insight stood out to me: in addition to an individual deciding which track they want to work towards in their career, that individual must also decide what their intrinsic motivation is towards variety in their work and their depth of expertise. It’s very difficult to do both of these responsibilities fully and with a high level of competence: they’re mutually exclusive jobs that require the application of one’s time and resources in different ways. ICs mainly stay hands-on with technical work and spend their career becoming deeper experts, whilst managers relinquish their technical reins and apply themselves to the leadership of people, teams, and departments. These were the individual contributor (IC) track and the management track. Previously, we looked at the two main career tracks that engineers can work towards.
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