A common management failure is to spend most of your time trying to improve the
performance of the stragglers in your team. Instead, you should spend
most of your time growing your "rock stars" – your “A” Players.
“A” Players can be defined as those people in any role: who consistently exceed
the performance standards required in their role; and who simultaneously
demonstrate behaviors consistent with the company Core Values.
Critiquing performance often causes anxiety for both parties. Sometimes
critiquing an “A” Player can be harder than critiquing a poor performer –
because they can get offended at the slightest hint that they're not perfect.
Giving regular feedback is essential to keep all your people engaged.
Everyone has room for improvement and your responsibility as a manager is to
help your people to realize their full potential.
Here are some suggestions inspired by an article in HBR.
Preparation and research
Gather tangible performance data and details of instances when specific
behaviors occurred
Consider: What
price are they paying to be an “A” Player?
The strengths that currently make them “A” Players may also be weaknesses that
hold them back in the long run. In order to achieve high performance: are
they also caring for their people, building a strong team around them,
maintaining a healthy work / life balance?
Start by thanking them
for good performance
Don’t assume “A” Players know how well they are doing. Start by stating
specific examples of where performance standards have been exceeded, or where
Core Values have been demonstrated. Critique is more easily received if
preceded by a genuine appreciation for their good work.
Give them your
constructive feedback
Show them tangible evidence – or describe the specific observed behaviors where
improvement is required. Then describe the consequences and state how you
feel about it. Don’t make any accusations or judgments about their
character.
Ask them questions like, “What do you make of this?” “What solutions do
you see?” “How can we improve this area?” The aim is to help them take
ownership of the issue, and figure out solutions themselves. If they get
stuck, then offer your ideas, “May I make some suggestions?”
Identify their personal
goals
Ask questions like, "What do you want to be better at?"
"What do you want to achieve in the future?" This helps your
“A” Players associate their current performance and behaviors to their stated
goals. It also helps you figure out how you can align their goals with
those of the company.
Ask for feedback about
yourself and the company
Ask questions like, "What can I do better to support you?"
“What is the most important thing our company needs to do to improve?”
Agree next steps
Confirm specifically what they (and you) will do going forward – and when you
will next meet to measure progress.
Frequency is key
The higher the performer, the more frequently you should be providing
feedback. A major key to business execution success depends on attracting,
retaining and growing your “A” Players. It is a wise investment of your
time to formally appraise your people at least every quarter.
Stephen Lynch
Chief Operating Officer - Global Operations
RESULTS.com
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