tag:blogger.com,1999:blog-32202893.post4004777559374166041..comments2023-10-18T08:32:17.510-07:00Comments on Kevin Hillstrom: MineThatData: "Hand On A Mouse" SyndromeUnknownnoreply@blogger.comBlogger5125tag:blogger.com,1999:blog-32202893.post-2616578530983749982007-01-31T21:48:00.000-08:002007-01-31T21:48:00.000-08:00In my industry, leadership can be hard for analyti...In my industry, leadership can be hard for analytical folks to demonstrate.<br /><br />Inevitably, analytical leaders will have to question the work of merchandisers, operations folks, creative, other marketers, or even the CEO. 9 in 10 times the analyst will be asked to crawl back into the dark room where the servers are running.<br /><br />But if the analyst is able to make a compelling argument, it has been my experience that career development can happen quickly. The analyst needs to capitalize on the 1-in-10 chance of success, and run with it.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-32202893.post-14547724645378027472007-01-31T16:23:00.000-08:002007-01-31T16:23:00.000-08:00Looking for elaboration on the "followship" vs. "l...Looking for elaboration on the "followship" vs. "leadership" idea. Its an interesting thought!Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-32202893.post-83277896135777915592007-01-31T08:06:00.000-08:002007-01-31T08:06:00.000-08:00This is one of Management's great mysteries. It ac...This is one of Management's great mysteries. It actually takes one of two forms: i) an employee is really good at what she does and is promoted to a managerial position, although the employee was outstanding at what she did, she is not prepared to manage and becomes a lesser manager or ii) an employee is excellent at what she does and thus stays forever doing what she does so well.<br />The cycle is easy to break if managers want to: foster promotions along employees' strengths and interests, invest in management training (real management training, not make believe, fadish training)and quit talking about "leadership", what makes firms produce is "followship", not "leadership"Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-32202893.post-74910696772616270182007-01-30T20:24:00.000-08:002007-01-30T20:24:00.000-08:00Thanks for the feedback, Ray.
It's really hard fo...Thanks for the feedback, Ray.<br /><br />It's really hard for management to not treat analytical folks like a mouse ... really, REALLY hard.MineThatDatahttps://www.blogger.com/profile/14014200122021988374noreply@blogger.comtag:blogger.com,1999:blog-32202893.post-35846076695155573242007-01-30T17:42:00.000-08:002007-01-30T17:42:00.000-08:00Its an interesting question. You have a team of w...Its an interesting question. You have a team of women and men with master's degrees in statistics w/ business background that are some of the smartest people out there: analytical, organized, and driven. However, its possible to fill the same analyst position with an IT-minded guy or gal with a handful of SAS skills and some training in statistics.<br /><br />In my opinion, you have to decide what do w/ your team at an individual level. Strive to get your savvy analysts out there and give them an opportunity to drive the business. You'll be amazed at what they can do! But you can't force the IT mining and query-minded folks into marketing planning and expect them do pull it off. Like I said, it has to be at an individual level, but I'd recruit the business minded folks and teach them the SAS! And like Kevin said, if they're strong and not provided an opportunity to succeed (and treated like a mouse instead), they're going to bolt.Anonymousnoreply@blogger.com