A fifth of your team are superstars and one fifth are poor performers.

And the rest keep your business rolling by doing a good job every day.

So, as a leader, where do you spend your time?

Isn’t it obvious? You spend your time on the poor performers.

After all they are causing all the problems, affecting the other 80% and costing you money.

And you give them almost all your attention; everyone else will take care of themselves.

PeopleVision Director, Gina Nardone says “Leaders need to flip their thinking. Invest your time in your superstars and watch them grow your business. Invest time in your good performers and they can turn into superstars.”

Flipping the rule: Support your superstars

You know these people – they are self-driven, love their job and are always looking for challenges.

You can trust them and don’t need to check in, you just wish you could clone them!

“Encourage their attitude and the results they achieve. Give them opportunities to take ownership and show you what they are capable of. Challenge them.”

Your superstars will reward you by helping your business grow.

Furthermore, they deserve your time, spend at least 40% of it helping them grow.

Flipping the rule: Encouraging your good performers

There are two types of good performers.

The first are content to come in each day and perform their job well with no aspirations for world domination.

Recognise and reward the achievements of this group, they keep your business running.

And they deserve 20% of your time.

The second group wants to be superstars but need a bit of help to get there.

Identify their strengths and give them responsibilities that align with these so they can show you what they can do.

And they also need to be challenged to continue developing.

This group will make your business more efficient and should have 20% of your time.

Flipping the rule: Managing your poor performers

When you focus majority of your time on managing poor performers it can have a reverse effect of cementing the behaviour within your business.

Further, your poor performers need to know the minimum acceptable level and be given the tools to achieve it.

But this doesn’t need to be time consuming.

When given the rights tools, coupled with knowledge and support, most poor performers quickly turn around to become good performers.

The drive is even greater when the acknowledgement and rewards for good performers are seen.

However, a small percentage will never move out of the poor performer category.

As a leader, your job is to help the person find a more appropriate role, which may or may not be within your business.

Poor performers should be provided with opportunities, but only for 20% of your time.

Flipping the rule: The risk of not changing

Remember that your top 80% are aware that the poor performers exist.

And if all your time is focussed on the poor performers, you risk alienating everyone else.

This can lead to frustration or even job dissatisfaction for your superstars and good performers.

As a final tip, take the time to observe your workforce and identify who your natural leaders are because your informal workplace structure is as important as the formal structure.

If you are interested in flipping your thinking with leadership, contact the team at PeopleVision to discuss how we can help you.

 

Image: Začali sa ďalšie rokovania o centrách duálneho vzdelávania by Bratislavská župa via Flickr. CC BY 2.0

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