Avionics News February 2016 - 61
how they interact with their managers, and how they
Inc. This helps you create a career path within your shop
should be managed to get the most of their knowledge
that allows them to exercise their proven talents.
Likewise, you must provide them the tools, resources
In general terms, A-team players are smart and
and work conditions that serve their abilities. This
curious, and they're intrinsically motivated to put
probably includes money; top performers deserve - and
their best foot forward, according to Peter Economy,
know they deserve, based on their additional effort - to
author of Managing for Dummies. They know their
be generously rewarded, according to Alan Murray,
stuff, they're able to focus on the right places to put
author of The Wall Street Journal Guide to Management.
their efforts, and they're helpful to their co-workers
But a paycheck isn't everything. They also might want
and have the respect of their peers, according to David
more time off, more independence, mentoring or new
Maxfield, author of Change Anything: The New Science
opportunities. Even a thank-you note and gift card, as
of Personal Success.
well as constant re-recruiting, can help satisfy their
As a result, their performance ranks in the top 10 to
needs; indeed, they want recognition.
15 percent of your employees,
Lastly, if they're amenable,
according to Jim Micklos, vice
use them as a resource so that
president of business development
others can learn from their depth
at Fusion Performance Marketing.
of experience. Have them coach
NEED A STRATEGY
In fact, according to the Corporate
lesser-performing employees on
Executive Board, they can be up
how they do things and share
to 12 times more productive than
what makes them successful. Pick
their brains, too, to improve your
On paper, this makes them
operations to remove roadblocks,
a manager's dream, so the
including policies and processes
inclination is to stay hands off. Yet
that hamper productivity.
they pose a real challenge. Onethird admit they don't put their
full effort into their jobs, while
On the other end of the spectrum
a quarter expect to be working
are the under-achievers. For nearly
someplace else this time next year, according to research
every A-team player, there's another employee who
in the Harvard Business Journal.
straggles behind, below average and sometimes beyond
They also don't suffer poor leadership, whether that's
hope. With these employees, you must identify the
micromanagement, sloppy supervision or behavior
problem, intervene to improve their performance, or
that runs counter to your professed vision and values.
allow them to find happiness somewhere else. You have
Instead, they need a manager who cultivates them -
a lot on the line.
including providing feedback and constructive criticism
These employees are easy to spot. At their best, their
and offering respectful, open-door dialogue.
goals may be simply to coast along with inconsistent
Failing to do that exposes you to an onerous risk: You
work while collecting a paycheck. At their worst, they
might lose them. If they grow weary of picking up the
spread a bad attitude by resisting change, complaining
slack of lesser performers, or they don't feel engaged
and undermining your leadership, according to Quint
with your shop (and more than 40 percent of high
Studernot, author of Results That Last.
performers say they aren't), they're likely to take their
They're a handful. They're draining. They focus
skills and performance capabilities to a company that
on problems, not opportunities, and they're ready for
appreciates them more.
conflict, according to business coach David Brock.
So your No. 1 concern is retention. This requires
Often, the default is to ignore them.
recognizing their personal goals and motivations, as
And that's a problem. When you avoid confronting
well as what they value from work. The only way to
poor performance, you risk pulling your whole team
determine each is through conversations, according to
Giselle Kovary, president of n-gen People Performance
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