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During Growth Mode, Don’t Neglect Your High Performers

(2013年7月31日)

As organizations begin to hire and onboard new talent, it is easy for managers to make the mistake of spending all their time bringing new hires up to speed and redirecting those who are off track. This is a classic mistake that often leads to neglect of those high performers who appear on the surface to be highly engaged and self-motivated. The problem lies in the energy continuum where, at one end, those with low engagement underperform and “rust out” as they wait and see what is expected. At the other end of the energy continuum are the highly motivated team members who work so hard they are at risk for burnout, yet no one is checking in on them – or worse, managers are delegating even more to them without engaging them.

So what can managers do to help their employees avoid both extremes of burnout and rust out? Delegation training focusing on growth, confidence, purpose, and strategic goals is a great place to start. Here are the steps:

  1. Assess the potential talent pool available to receive your delegated project or task.
  2. Determine the level of skill required for success with the delegated duties.
  3. Evaluate the level of visibility of the project and the consequences of failure.
  4. Decide if you want to make this a stretch assignment for an employee with less experience, or if you need to assign it to one of your most experienced and talented team members (in cases where the stakes are high).

These steps allow managers to delegate with confidence and grow their team members.

What are the most important issues you are facing during organizational growth? What suggestions can you offer others who are struggling to manage effective growth?

作者介绍
Carl Eidson

Carl Eidson

Carl Eidson博士,Wilson Learning业务发展和经销商网络的副总裁。他领导和辅导着一个由100多家独立分销商组成的虚拟团队,从多伦多延伸到布宜诺斯艾利斯。为了远程影响结果,他利用创新的通信技术和虚拟领导技能为销售能力发展、营销活动和以客户为中心的推广活动创建系统。他拥有工业和组织心理学博士学位,并在《应用心理学杂志》、《绩效表现》、《国际挑选与评估杂志》、《商业与心理学杂志》等学术期刊上发表过关于选拔顶尖人才的论文。他经常在专业会议上发表关于绩效改善的研究和实践的演讲。

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