Hello , and welcome to Friday Coffee with MAP!

It’s often said: “Love what you do, and you’ll never work a day in your life.” This week’s piece not only affirms the truth in that idea but makes the case for weaving it into effective employee management. Written by a University of Chicago School of Business professor who analyzed a decade-long employee effectiveness study, the piece highlights a defining trait shared by top-performing—and most appreciated—managers. It’s an important reminder that prioritizing the unique strengths of individuals almost always enhances a team’s overall performance and progress.

Happy reading!

"What Is the One Trait That Makes for a Great Manager? You Might Be Surprised"
_{from Virginia Minni for The Wall Street Journal}

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A decade-long study of a major multinational company—spanning 200,000 employees, 30,000 managers, and 100 countries—found that above all other traits, the most valued quality in a manager was the ability to place people in roles that align with their natural strengths, skills, and passions. Minni refers to these individuals as “Top Managers.”

Employees who worked with top managers focused on finding their next step—one that truly matched their strengths—proved to be more productive and earned higher pay in their new roles, benefiting both the employee and the company.

In analyzing the survey results, Minni found that employees who worked under managers skilled in this area were more likely to make positive or lateral moves within the company—rather than leave—after seven years. Those employees also earned, on average, about 13% more in their new roles and demonstrated significantly stronger performance metrics compared to peers who had not worked with top managers.

Companies flourish when managers identify employees’ hidden strengths and ambitions, then guide them toward roles that align more closely with those qualities. Minni noted that this is an actively personal process—Top Managers in the study devoted 19% more time to one-on-one meetings and actively mentored the people on their teams.

Minni’s takeaway: A deeper awareness of employees’ unique strengths leads to smarter, more effective reassignments. Companies that encourage managers to stay curious and proactive in uncovering these strengths—and remain flexible in helping employees transition into roles that let them fully harness their passions—will see stronger results.

Spotting individual skills and passions shouldn’t fall solely to HR. Exceptional managers have a gift for placing people where they’ll thrive—and organizations should recognize and make the most of that talent. In summary: Empower employees to love what they do!

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So tell us: Can you recall a time when a manager truly recognized your individual strengths and guided you in using them to advance and develop in your career?

Thank you,

The MAP Team

MAP Strategic Wealth Advisors | A Member of Advisory Services Network, LLC
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