Corporate MVPs

Sports teams have them -- so why not businesses? Well, businesses have MVPs as well, so contends Margaret Butteriss and Bill Roiter, two individuals working in the leadership consulting business. In businesses, the authors say, MVPs are motivated by passion -- they espouse the values of the organization -- in its best dreams, they are what the organization stands for -- they are what organizations want all their employees to be. Like the 80/20 rule, MVPs represent a 95/5 rule -- they are the 5% of people that an organization's future depends on. Four key components of MVPs performance:

produce extraordinary results -- they're hyperproductive, knowing how to get things done

constantly strive for improvements -- they positively disrupt the status quo, pushing the organization forward

attract like talent -- they are well known, and are talent magnets

will succeed anywhere in the organization -- can read different cultures, build relationships, sell themselves and know how to gain acceptance

The book also goes into some length about managing your MVPs. Since they are different, they are special, and need to be managed differently. Some organizations will see such talent and prefer to leave them alone -- to manage themselves, and just stay out of the way. Wrong warns the authors. MVPs need to be managed, but differently from their peers.