How do you get the best performance from your current employees while at the same time putting systems in place to ensure the hiring of even better people in the future?

Great managers understand that their employees only effectively follow direction because they want to, not because they have to. Compliance has always worked better than coercion. As an organization, you need to be able to place the right person in the right role. In other words, hire for talent scientifically through the use of assessments as well as learn a repeatable and effective interviewing process. The three goals of top managers around the country focus on building better business relationships, learning how to listen like an industry leader, and understanding how to put together effective teams with talent.

Dealing with difficult or “problem” people (employees specifically) is one of the true litmus tests of being a great manager. When you boil it down, if you make people feel important then you and your ideas will be important to them. We also have to learn the importance of our behavior reflecting on our skill level. Sometimes our behavior betrays our skill. If people do not like your behavior they will consistently look for reasons not to trust or agree with you. Remember, people do not work for companies they work for their direct supervisors. In order to be an effective manager you must build positive relationships with those under your charge. A useful exercise to gain these positive managerial skills is to sit down with a pad and paper and write down “What did your favorite boss do that made them your favorite boss?”

Another often overlooked area of management skill is judgments. Top managers remember and implement the concept that everyone, including your employees, know something that you do not. We can all learn from each other. Also, when confronted with bad ideas or information from an employee or fellow manager an attitude of conciliation is the most effective approach. In other words, instead of saying “you are wrong” you can take a step back and calmly state “I disagree with your approach (ideas) but am willing to listen.” This will disarm the listener and create a spirit of teamwork that will enhance productivity, revenue, and employee satisfaction. You may also find out that you are more in agreement than previously thought. Furthermore, you may discover, in fact, that the person you are speaking with is in fact nuts and you can forward the conversation from there. The magical part of listening is that as you listen and gain agreement with your employees you will see that they will start to change their story to match yours as a product of trust gained.

Great managers also understand the truth about trust. Trust is built on the foundation of two things; compassion and competence. Data we have collected about effective management style clearly demonstrates that an overwhelming number of people responded well when they “felt heard” or “felt listened to” by their managers. Remember, companies are not built on vision they are built by people who believe their company cares about them and has the ability to forward their careers. The bottom line is that if employees feel their input was valued in the overall decision making process then these same employees time and time again will place a higher value on the agenda of their managers. If you make them feel heard and appreciated then you and your agenda will be more important to them.

The top managers know how to place the right person in the right role. They hire for talent. The difference between talent and skill is that talent is a naturally reoccurring pattern that is transferable from situation to situation. Skill is only applicable in the area within which it has been taught. Remember do not manage for the miracle, if the person you hired is still ineffective after five years chances are they were ineffective (i.e. they sucked) when you hired them. The key parts of the hiring process are validity and repeatability. Great managers use critical attribute assessments to measure the behaviors and workplace motivators of their potential applicants. The assessments will allow you to a) identify the type of person you are looking for, and b) use information gathered over time to establish scientific criterion enabling your company to define exactly what type of person each job requires. It is a major step toward repeatable success in the hiring process. One huge benefit of this process is that it will prevent you from spending untold amounts of money training people who were never going to be suited for the job in question. All of these lessons are only as valuable as their ability to be implemented. Implementation requires you to be able to effectively deal with change.

Change is not the problem, it is resistance to change. Top managers know that they must constantly be growing and adapting to lead their people in a successful direction. Action and adaptability create opportunity. When the pain of what you are currently going through, becomes greater than the fear of change, we change.

We studied 5000 top performing leaders in 21 industries to see just what they had in common. First, we found that great leaders show support for company efforts in front of their people during times of change without acting like they are doomed. They do not let personal opinions prevent them from turning talent into performance. In other words, they deliver company initiatives regardless of personal opinion. They are able to hold themselves accountable by first being accountable to themselves. They have fair partnerships with their people and their customers… And most importantly, they use a collaborative approach: Ask, listen, agree, recommend.

After you have placed the right people in the right roles and have clearly defined the mission how do you turn talent into performance?

• By defining the right outcomes, not just the right steps
• Assess whether you have the right tools to be successful
• Determine if your goals as a manager are properly aligned with the talents of your people: creating and sustaining performance
• Make your communications create a team effort

Finally, how do we attract and keep the top people?

By making sure they have a demonstrable opportunity for growth, they always know what is expected of them, and ensuring they can see and feel that their direct supervisor sees their contribution, hears their ideas, and views them as part of the company’s future.

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