The best organizations have one thing in common -high-performing managers. It’s true. Over the past several decades, Root has both studied and counseled prominent organizations around the world.
Through those studies, we’ve found that leading companies, regardless of industry, have one thing in common that stands out: stellar, high-performing managers.
What are these high-performing managers doing that separate them from the pack? Read on for six behaviors to encourage among your own emerging leaders.
When you hire based on someone’s personality and drive, it’s easier to mold them to be high performers themselves. While some might hire based on skill set and technical capabilities, high-performing managers know what to look for in potential employees, so they hire people they can mold into high performers as well. The more high performers, the better!
As part of training, shadowing helps employees to build a broader sense of the business, and offers an opportunity to set clear expectations and build confidence. The strongest managers know that employees learn more – and better – by watching others who’ve been around longer. High-performing managers make it their business to help employees gain a greater understanding of the organization and their role within it by using shadowing as part of training.
Good managers verbally recognize their employees regularly, which lets those employees know that they are valued for their hard work as individuals. hile most managers make an effort to recognize employees, high-performers make it a regular part of their routine. Praise is one of the biggest motivators at work, and when employees hear that what they’re doing is working, there’s usually more success to come.
Engaging employees individually to build a relationship goes a really long way. When managers make it their business to connect with employees one-on-one, the opportunities for growth multiply. By forging individual relationships, managers are better able to help their people tweak their performance and deliver results.
Sharing feedback real-time and regularly almost never fails. People want feedback. They want to know how they’re doing and whether what they’re doing is making a difference. High-performing managers speak to their teams early and often about the work they’re doing and how it ﬁts into the “big picture.”
When it comes to making or breaking business success, customers hold the most weight. A customer’s delight or displeasure can mean the difference between a business that thrives and one that dies. That’s why nearly every high-performing manager believes that working directly with customers is one of the most important things they can do for the business (over all other tasks).
What’s holding you and your managers back? Take a cue from what high performers are already doing and see what happens next.