Every manager in teams and organisations will have to manage three different levels of performer; poor (below standard), average (at or about standard) and high (exceeding standard). There is a school of thought that suggests the Pareto Principle works in that 80% will be average with the other two categories having 10% each.Here are 7 questions you need to ask in order to manage people who are performing to standards or expectations, but no more. 1. Is it really a problem? Statistically you will have average performers in your team. These are people who turn up on time, do what they are expected to in a reasonable way and then go home at the appointed time. They do not set the world alight but still do a good solid job. 2. Do they have clear objectives and measurement? One of the reasons that people fail to perform to higher levels is that they are not totally clear about what is expected of them and, unfortunately, are not telepathically gifted to read your mind as their manager. Similarly, they don't know how their performance is to be measured. 3. Do they know what is changing or have they "switched off"? It may be that the person in question might have being doing their job for a long time and in that time have become unconsciously competent. This means that they will be doing their job almost on automatic pilot without giving it too much thought. While having long serving people in your team can bring stability, it can also bring a sense of inertia that can prevent improvement as they become set in their competent ways. 4. Do they actually have an opportunity to excel? Or, does their job design/structure mean that being average is the best that they can realistically be? If, however, the job has no such restrictions you might need to consider other motivation techniques. 5. Do they need a jolt? Please note that this is a metaphorical jolt as recent employment legislation means that a physical jolt is now against the law! One of the key steps to effective change is to establish a sense of urgency (see John Kotter's work on leading change) that shakes peoples' complacency. Again, please note that this needs to be done carefully and without appearing to be a threat. 6. What are they doing to improve? Many people believe that it is the responsibility of their manager or organisation to develop them by paying fees and giving them time off. As a young man I once asked my manager if he would pay for me to go on a training course. He asked me if I would pay for myself and take time off as holiday. Of course I said "No". "So," he replied, "you won't take responsibility to develop yourself, but you expect me to do it for you?" His message was hard hitting but important. This is not to say that you shouldn't develop your people, but there is a degree of responsibility on their part. 7. Do they have higher performance potential? Finally, given their current level of will and skill can this person realistically achieve more or is being 'average' the best they can hope for? If your answer is yes please refer to question 1 above. So, while every team has average performers these 7 questions will guide you to manage them more effectively.
Please Rate this Article 5 out of 54 out of 53 out of 52 out of 51 out of 5
Not yet Rated
