Barack and Sarah

There is a hidden story in the rise of Barack Obama and Sarah Palin that is often missed by the newspapers but would be recognized by anyone who's looked at organizations. It's simply this: There are many talented people who are not initially considered when the list of "usual suspects" for promotions is assembled.

I've seen this many times. Some middle manager is given an opportunity to handle a larger assignment and the executives are stunned at how well the person performs. "How can this be?" they wonder. "It must be a fluke!"

The truth, of course, is that the lower ranks have a sizable number of highly capable people - as well as duds - that are awaiting the opportunity to show how good they can be. Time will tell whether Senator Obama or Governor Palin will pass the test. Each may be the beneficiary of the "halo effect" that can surround a promising and attractive person at a particular moment. Their rise, however, should be a reminder of the necessity to look beyond the standard circles.

It also illustrates another factor. For every Barack and Sarah, there are legions of other would-be contenders who are all dressed up with no place to go. These people have taken the classes, have read the material, and have prepared for promotions that will never come. This lack of opportunity is not due to any failure on their part, but because organizations only have a certain number of job openings. One of the great organizational challenges is determining how to tap that talent and maintain the morale of those highly skilled individuals. This may be done through special assignments and projects or even by loaning them to community groups who could use their insight. It should not, however, be neglected. We have an ethical obligation to avoid, whenever possible, the squelching of talent. Developing those individuals can also build a much deeper bench for the organization.

Having a team of eagles can be a good problem.