Take a long, deep look at the IT teams within leading companies, and you'll see that most boast at least a few tech superstars--wunderkinds who display genius when it comes to technology innovations and problem solving. These extraordinarily talented professionals can often steer a once-ailing company into a profitable venture, and their resumes don't list certifications as much as they list breakthroughs in software, hardware, and e-business concepts. Recruiting and retaining these superstars often dictates a delicate management dilemma for CIOs: Many high achievers require a unique management approach, yet no tech leader can afford to alienate other members of the tech staff to pay special attention to one particular employee. The reality, although perhaps discomforting, is that superstars are often considered more valuable than other staff members. That assigned value often translates to letting superstars bend and break rules and work outside the normal management policies. "Some superstars consider corporate protocol an unnecessary hindrance to getting their job done," explained Bob Lambert, managing director, technology practice, at Christian & Timbers, an executive search firm in Irvine, CA. So how should CIOs treat their talent base? Do you allow them to run their own show or insist that they follow the rules like everyone else? There are two schools of thought on this. An obvious, and radical, approach is to give superstars free reign. Achieving true innovation often means hiring talented techies who often shun corporate culture, said Robert I. Sutton, author of Weird Ideas That Work (The Free Press; $18.20). Sutton is professor of management science and engineering at Stanford's Engineering School. His book is full of unconventional advice that most CIOs would understandably reject. "Achieving innovation often means getting out of the way of superperformers" said Sutton. That means allowing them to defy corporate protocol, miss meetings, or work in their offices undisturbed 12 hours a day--essentially doing whatever's necessary to stimulate and support the creative process. "Many creative people prefer to spend time alone with their thoughts and ideas," explained Sutton. "If they're enveloped in a difficult project, let them work through the night or on weekends so they get the job done to their satisfaction." Nolan Bushnell, former CEO of the Atari Corporation, encouraged superstars to work at their own rhythm. David Kelley, IDEO founder, advised CIOs to just stay out of the way of superstars. The tech leaders' advice is right on target, said Sutton, as superstars may shun teamwork and lack social graces, but it's small consolation for creativity and innovation. But Lambert does acknowledge that the special management strategy for superstars isn't the norm today. Allowing total freedom, though, is more the exception than the rule these days, he admitted. "Superstars ought to be encouraged, but it's a big mistake letting them do anything they want," Sutton said. "Most people poke fun at bureaucracy, yet it serves a critical function because it provides structure and rules. A company can't exist without rules--for everyone from the CEO to the loading dock supervisor. No one should be exempt." Without rules and set expectations, the workforce environment can get tense, he explained. "Many companies arbitrarily let anyone with an exceptional performance record create their own schedules. But that's hardly fair to the other workers, many of whom also have exceptional skills. That could cause dissension in the ranks. It's common for technology companies to have several employees who have extraordinary skills." Who are the superstars? In order to provide solid management across the board, Lambert advised CIOs to first clearly define what constitutes a superstar or high performer. He suggested answering the following questions:
- Does this person's level of talent truly make him or her special?
- What kind of accomplishment record must this person have?
- How much freedom are you willing to give him or her?
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