[Column] We Don't Need Super Player-Type Managers

I would like to introduce a column article.

There are super-player type managers who are responsible for a large part of the team's performance, but management often does not go well. This is because team members inevitably become dependent on the super-player type manager. Since super-player type managers are busy with on-site work, they cannot teach new members even when they join. Indeed, people have their strengths and weaknesses. Super-players have their own path to success, and managers have their own path as managers. It's not a matter of which is better or worse; it becomes a theme of role distribution within the team. When a manager is a super-player, team members may hesitate to take initiative, and they start to feel that they are not needed, leading to a loss of motivation. Unbeknownst to them, the leader becomes like the emperor with no clothes. When organizing a team, it is important to operate in a way that does not rely solely on specific individuals. The more a team depends on certain people, the greater the risk, and the overall level does not improve.

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