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Pathways to Success. Create a detailed, written document that specifically outlines a person’s pathway to success. Use the Individual Development Plan and the feedback program to inform this document. Narrow down actual steps and tasks the person should complete to achieve their goals. The more detailed the better; include dates, people, tasks, outcomes, resources that will drive their behavior. A recommended approach is to employ the “SMART” goals methodology. SMART stands for Specific, Measurable, Achievable, Relevant and Time-based.
Mentors. High performers thrive when given a mentor they respect and with whom they can learn from. High performers desire attention and need guidance to channel them to a place where they can achieve their full potential. If you are going to go this route, be sure that you have a well- designed training program for the mentors, too. Don’t assume that everyone knows how to be a good mentor. Choose your mentors carefully and intentionally. Note that this too is a retention strategy — asking an employee to be a mentor to another team member tells that person that they matter to your organization and that you respect their talent and contributions. List 2 = people who need to improve performance and will require coaching. The same three strategies listed above will aid in the development of this group of employees. (e.g. Individual Development Plans, feedback programs, mentoring). Ideally, converting weak performers into strong performers creates a kind of succession plan or bench of upcoming talent to backfill when/if your high performers leave. List 3 = people who should be counseled out / terminated. Believe it or not, keeping this group of employees has a direct impact on retaining your high performers. High performing employees are very frustrated with organizational tolerance of poor performers. This is magnified in organizations that are very team-oriented and have team metrics. The high performing employees do not tolerate the poor performing employees and, in fact, will often leave the organization as a result. Part of appreciating the really good performers is to turn over the ones that aren’t. Managers are reluctant to admit this, but just talk to your teams. Keeping the not-so-hot performers is a net drain of time and energy, and sends a message that you see them all as colleagues, which may be demotivating to a real achiever.
28 I ACHIEVENEXT HELPING YOUR MANAGERS SUCCEED
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