Post by account_disabled on Mar 7, 2024 9:15:15 GMT
She also acquired new skills that she was able to take advantage of in her next job. Growth can come from online courses, working on projects part-time with other teams, or even taking a course part-time at a local university. The lack of clear growth opportunities can be particularly frustrating for high performers and is often a reason they look for opportunities elsewhere. 7. A Players play with A Players: One of the best ways I found to keep my best collaborators motivated was by surrounding them with other “top” collaborators for the business. That's one of the key reasons why people stay at companies like Google or Amazon. High performers want to surround themselves with others of their same caliber so they can learn from them and improve the overall success of the team. Importantly, you can further motivate your top performers by asking them to help you recruit and interview other important team members. Not only will this get them excited about adding new talent to their team, but it will also allow them to learn essential recruiting skills and make them part of the team-building process, which is essential for bonding.
It's a win-win all around. 8. Give them flexibility in “how” they work: This is sometimes difficult in some companies and I think it is something particularly anti-culture in companies in LATAM. A few years ago, you could say that Yahoo! made a disastrous mistake when CEO Marissa Mayer eliminated employees' ability to work from home. Whether I'm a Mayer fan or not, your philosophy with high performers should be simple: As long as they deliver and the way they deliver doesn't hurt the team's ability to deliver or abuse company policy, you should allow it. In my case, I have often had people on my team who struggle with British Student Phone Number List commutes to the office. There are some days when you would like to just save those 3 hours of commuting and work from home. I have never given them a problem with that and they have never abused the benefit. If you have to worry about them working from home and getting things done or abusing the rules, then it's also pretty simple: you're not managing high performers. Give your high performers some flexibility. You will surely reap the benefits. 9. Encourage them to rest and relax: These people are like sports cars. They will drive at 12,000 RPM as long as possible until they run out of gas.
The problem is that some of them could often suffer engine damage as a result (and burn out). As a boss, you need to be aware of how they feel both physically and psychologically. Having one of them drain their energy is bad for themselves, but it also increases the workload of the rest of the team who have to take care of their responsibilities. It is important to push them to have free time and also to do activities that help them let off steam and relax. You can also do your part by avoiding sending them emails late at night, on weekends, and during vacations (they'll definitely read them if you do!). Doing team activities like volleyball, hiking, and other activities that get them outdoors and getting some exercise can also go a long way toward keeping them fit and happy. 10. Work to chart a path of professional growth: This is particularly important in startups and small businesses where the hours are long and the work is intense. the performance KPIs and only then does individual or group work to reinforce some weaknesses and strengthen others.
It's a win-win all around. 8. Give them flexibility in “how” they work: This is sometimes difficult in some companies and I think it is something particularly anti-culture in companies in LATAM. A few years ago, you could say that Yahoo! made a disastrous mistake when CEO Marissa Mayer eliminated employees' ability to work from home. Whether I'm a Mayer fan or not, your philosophy with high performers should be simple: As long as they deliver and the way they deliver doesn't hurt the team's ability to deliver or abuse company policy, you should allow it. In my case, I have often had people on my team who struggle with British Student Phone Number List commutes to the office. There are some days when you would like to just save those 3 hours of commuting and work from home. I have never given them a problem with that and they have never abused the benefit. If you have to worry about them working from home and getting things done or abusing the rules, then it's also pretty simple: you're not managing high performers. Give your high performers some flexibility. You will surely reap the benefits. 9. Encourage them to rest and relax: These people are like sports cars. They will drive at 12,000 RPM as long as possible until they run out of gas.
The problem is that some of them could often suffer engine damage as a result (and burn out). As a boss, you need to be aware of how they feel both physically and psychologically. Having one of them drain their energy is bad for themselves, but it also increases the workload of the rest of the team who have to take care of their responsibilities. It is important to push them to have free time and also to do activities that help them let off steam and relax. You can also do your part by avoiding sending them emails late at night, on weekends, and during vacations (they'll definitely read them if you do!). Doing team activities like volleyball, hiking, and other activities that get them outdoors and getting some exercise can also go a long way toward keeping them fit and happy. 10. Work to chart a path of professional growth: This is particularly important in startups and small businesses where the hours are long and the work is intense. the performance KPIs and only then does individual or group work to reinforce some weaknesses and strengthen others.