There is a common misconception that the boss or manager has to be the smartest person in the room. However, there is also an expression that says that if you, the boss, are the smartest man in the room, you’re in trouble. The latter statement is probably closer to the truth.
Even when starting a business or choosing a business partner, you should always look for an individual that has expertise that you don’t. After all, you should want to broaden your capabilities when you add someone new to your organization. Since you are obviously only human, you have limited capacities in knowledge, expertise and talents. No one person can be an authority on every subject or be gifted in every area. It’s just not humanly possible.
When building a team, either as an entrepreneur or manager, you should always look to use the addition of each new member as an opportunity to expand the knowledge base of your team and to possibly expand into areas not already covered. This probably will mean that the new individual will be “smarter” in areas that the other members of the team are, including the boss.
One problem that is frequently encountered is the fact that the boss or manager may feel threatened by those who work under him, when they have skills, knowledge, experience or abilities the manager does not possess. Those sort of insecurities are what often prevents a team from excelling. After all, you, as a manager, should want to hire the best possible candidates when assembling a team. You should want a team to consist of very competent and able people.
One could look at the position of President of the United States as an example. No matter what the background of the person occupying the Oval Office is, there are other areas of concern he is not an expert in. One may have a military background like Jackson, Eisenhower or Grant did. Another president may have a business background or may have been a governor of a state. The point is, their experience will limit them to certain areas of expertise. They will have to rely on the expertise of others for the rest.
The President of the United States will have military advisers, economic advisers, foreign policy advisers and so on. He’ll also have a cabinet that will hopefully consist of competent people who possess a background related to their cabinet position. Each of them in their own way, should be “smarter” than the president. At least in their own areas of expertise.
Many successful businesses started out as a basic two person partnership. The most successful were usually successful because each partner had an area of expertise that the other didn’t and it acted as a compliment to the abilities of the other. One may have a business management background while the other may possess a technical or mechanical background. When you put the two together, you may have a factory where the technical guy handles matters dealing with production and the other will handle the areas associated with marketing, sales and such. Neither could survive without the expertise of the other.
Knowledge isn’t everything when it comes to being a good manager. Sure, nobody wants a manager who doesn’t know his knee from his elbow, but he can’t be expected to know everything. A good manager knows what his limitations are and is secure enough in himself to rely upon others who have a stronger understanding in certain matters than he does. He will also need to know how to delegate various responsibilities to his subordinates.
A poor manager, on the other hand, is insecure and will deliberately attempt to avoid hiring individuals that may have knowledge or skills he doesn’t possess. A poor manager will be afraid that someone like that may show him up. The truth is, however, that the manager is doing himself as well as the company he works for a great disservice by not trying to hire the best possible person to fill a position. He needs to lighten up and remember that he doesn’t have to be the smartest person.
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