Smart People Can't Do Everything

One of the observations I have about the global services industry is that there’s a pervasive belief that smart people can do anything. If you can solution, you can sell. If you’re a great delivery professional, you certainly can develop the right strategy.

A bit of personal experience as context here—several years ago I was asked to be the client for an outsourcing…which was, in effect, an SAP implementation with a wraparound transaction processing team, or, as I called it, "technology with a whiff of business process outsourcing." Now, while I have a fair number of skills in my quiver, sizing business warehouses and having a cogent discussion about latency are not in my repertoire. Yet I had a boss who said "smart people can do anything." And, wanting to be considered a smart person, I swallowed the bait—and ultimately failed miserably.

Often, I’ll run into a seasoned shared services leader who thinks he can suddenly sell for a provider, or a shared services center leader who believes she can take on a global role. In both instances, these folks have an inherent belief that knowing the subject is the same as having the right skills to tackle any role.

I’d suggest that, in our industry, nothing is further from the truth. Having done well in one role does not automatically qualify us for every role. Most sourcing leaders succeed because they are able to do a few things well—and because they are able to collaborate with others who complement their skills sets. And being in a relative nascent industry with a shortage of talent doesn’t change that; in fact, limiting your focus is probably more critical than thinking you are able to be a Superman.

Sourcing leaders that we look up to are aware of the need to focus on their strengths. They find their so-called sweet spots — the role in which they combine strengths and passion — and exploit it to the hilt. They know where they are exceptional and what work they actually enjoy, and they are not afraid to admit where others have skills that eclipse theirs. In fact, by admitting they cannot do everything, and surrounding themselves with a team offering complementary skills, they actually look like they can do everything.

And that makes them smart.

So the next time you are tempted to take on a global services role that you think elevates your career, think long and hard as to whether it’s in your sweet spot. Do you really have the skills and passion for the job?