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CRICKET has `man of the match' award, and also for the series. "Since 1931, the Baseball Writers' Association of America has voted on and presented baseball's MVP award," write Margaret Butteriss and Bill Roiter in Corporate MVPs, published by Wiley (www.wiley.com).

As in sports, you need to manage your company's "most valuable performers" or MVPs. "In most businesses, there are a few key people who are responsible for generating the most revenue, driving quality, developing great customer relations, creating the new products and services, and increasing the reputation and value of the business. These exceptionally talented people are the Corporate MVPs," explains the book. It is not 80/20 but 95/5, say the authors: "A business's future relies on the 5 per cent or less of its very best people."

But first you should know how to recognise and develop MVPs. The answer lies in people who produce "tangible and dramatic business results, regularly over-delivering against expectations set for them and for the entire business." They also constantly strive to make improvements, attract talent, and succeed anywhere in the organisation. They tend to be serial decision-makers, "long on action and short on blame." Sadly, "MVPs will often consider leaving an organisation where resistance to innovation and change is intense."

The book explores the value creation process by these performers. "They may use job descriptions as guides, but ultimately they rely on business needs, on the imperative to create value, to define their role... They don't just do the job; they take it to the next level," the authors write.

External motivation — "such as a big salary or the status that comes from having an impressive title or being part of a prestigious company" — is what works for many. However, those with leadership potential find their motivation in "a deeply embedded desire to achieve for the sake of achievement." The first sign, if you want to spot the potential, is to look for "passion for work", and to look for those who "take great pride in a job well done."

Though MVPs have a track record of success, they don't believe that the past will guarantee their future. "They rely on brains and hard work to master the next challenge... Their simple distaste of failure keeps them alert and on guard." Yet, when things go wrong, they are willing to be held accountable, point out the authors. To their colleagues, MVPs are "consistent and trustworthy."

Managing the MVP is the subject matter of a separate chapter. "Some organisations assume that the best MVP management is no management. Simply leave them alone; as big boys and girls, MVPs can figure it out for themselves." What does the book advise? "MVPs need to be actively managed, but in a way different from the management of other people in the organisation." Let them know that what they are doing has meaning, and that they are making a contribution. So, "develop an appropriate culture to allow the MVP to be productive and motivated." That's the leader's job.

There can be `difficult MVPs' who are "disruptive, annoying, or unpleasant." But don't confuse `dissatisfaction' with difficulty, because the problem may lie in job misfit. MVPs have a lower tolerance for dissatisfaction, and they identify and challenge problems earlier than most. Thus, they can be an `early warning system'. Since they keep "looking out for the larger interests of the organisation", you may find them barking at problems that the rest are yet to notice.

A book that can help spot the MVPs amidst you, thus enhance your company's productivity.

ManageMentor@TheHindu.co.in

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