New research from Harvard Business Review reveals something that might change how we think about leadership. In her October 2025 article New Research on How the Best Managers Shape Employees’ Careers, Virginia Minni shows that the true value of a manager lies not in being a motivator or a controller but in the ability to strategically place people in the right roles.
At Predictio, we see the same truth every day. When leaders understand what truly drives their people, they can match them to roles where they fit best. That alignment does not just increase engagement. It shapes careers, strengthens performance, and creates lasting value for the entire organization.
According to Minni’s research, based on 20 years of data from more than 200,000 employees and 30,000 managers across almost 100 countries, great managers act as the “visible hands” of the internal labor market. They make decisions about who does what, helping people find roles that fit their natural abilities and motivations.
The findings are striking. Employees who work with high performing managers are about 40 percent more likely to make lateral moves within their organization. They also earn 13 percent higher wages over time and show stronger performance. The benefits last even after the employee moves to another team. In other words, one great manager can leave a lasting positive imprint on a person’s career.
At Predictio, we recognize this as the power of behavioral data. Through The Predictive Index, leaders gain an objective understanding of what energizes and drains each individual. With that insight, they can identify not only who can do a job but who will thrive in it.
Minni’s study highlights that matching talent effectively is one of the most valuable ways to raise productivity without additional resources. The best managers look beyond tasks and titles. They notice strengths, hidden interests, and untapped potential. They see how small adjustments in role, focus, or team composition can unlock performance and satisfaction.
The Predictive Index brings this to life. By analyzing a person’s natural behavioral drives, it becomes clear whether they are more likely to succeed in a role that demands precision, persuasion, or innovation. Managers can use this understanding to make better allocation decisions, ensuring that every person is in the environment where they can perform at their best.
This is not about labeling people. It is about freeing them to do what they do best. The right match benefits both the individual and the company, just as Minni’s research confirms.
The Harvard Business Review article also points to the importance of internal mobility. Great managers encourage people to explore, experiment, and take on new challenges. They spend more time in one to one conversations, act as mentors, and create space for growth.
Predictio’s work with The Predictive Index supports the same principle. When leaders understand each person’s drives, they can create pathways for development that feel natural and motivating. Some employees seek stability and mastery. Others crave variety and new experiences. Recognizing these differences allows managers to open the right doors for each person.
By combining data from PI with open discussions about goals and strengths, organizations can design a talent system that promotes movement across teams and functions. This kind of internal mobility builds engagement and strengthens retention while continuously developing future leaders.
Minni suggests that companies should make matching a core part of a manager’s job. Rather than focusing only on hitting targets, leaders should be recognized for developing talent and allocating people effectively. She also recommends keeping internal labor markets fluid and using short managerial rotations to broaden exposure to high quality leadership.
At Predictio, we see The Predictive Index as the bridge between these ideas and real practice. It gives managers a common language for understanding behavior and motivation. It makes the invisible visible. Through PI’s Behavioral Assessment and PI’s Job Assessment, leaders gain clarity on how to help people grow and how to use talent strategically across the organization.
The lesson from both research and practice is clear. The best managers do not simply manage tasks. They match people to roles where they can succeed and develop. They uncover hidden strengths and guide individuals toward meaningful career paths.
Predictio helps leaders make those matches with confidence. By using The Predictive Index, organizations can understand what drives performance and how to align people with roles that bring out their best.
When the right person is in the right role, everyone wins, the employee, the manager, and the company.
If you want to explore how this approach can strengthen leadership and talent development in your organization, reach out to us at Predictio.