As the best business intelligence stems from the internal resources of a company, we count our executives and managers as the leaders of company decision making. In this group we may have talented but difficult managers. Talented in the sense these people may have gifted corporate perceptual skills and the organizational cleverness to put those abilities to use. Difficult in the sense they engender resentment and conflict within the important supervisory and expert corps of the company.
These people usually fall into two categories. The first represents the manager with an unusual need for control, and the second represents the manager with a deep sense of envy about others in the group. Both types of individuals possess an over abundance of entitlement and interpersonal competition. They differ in their outward characteristics. The control manager will display more tension and hostility while the other will be highly manipulative.
As it is impossible to find perfection, we cherish our talented managers even with their shortcomings. The key is finding the right fit. For the over controlling manager, what could be the proper place? Likely in areas that require compliance and adherence to important, uniform processes and regulations. For the jealous manager? Probably in the supervision of older experienced professionals whose most competitive years are behind them.
Careful observation of these difficult but talented people is part of utilizing corporate resources. In the right slot, they can help a corporation perform to its highest profitability. In the wrong position, the can detract from the ever important group cohesion. The careful and constructive placement of talented managerial staff represents an ongoing executive responsibility under the umbrella of business intelligence.