Expert Advice from Today’s Top Professionals
In this month’s
Jean Corson discusses how to gethigh performance from the “Middle 80%.” It’s tempting to give all of your attention to the people at the top and the bottom of your team.Don’t do it!
Use a tool that helps you efciently engage the“middle 80”
...coaching is that tool.
Getting High Performancefrom the “Middle 80%”
Even i you haven’t reached ocial managementstatus, you’ve probably had the opportunity to takethe lead and be in charge o others—managing aproject or serving as team leader. Looking back,did you nd yoursel investing 80% o your timewith just 20% o the people you were leading? Didyou nd yoursel immersed in micromanaging thebottom 10%—your problem children—while spend-ing the rest o your time catering to the needs (andwhims) o the 10% who were your star perormers?It’s tempting to give all o your attention to peopleat the top and the bottom o your team: But don’tdo it. Your success—and the success o your company—depend on developing and motivating the other80%. You need a tool that helps you ecientlyengage the “middle 80”—helping them developtheir skills while improving team perormance...
Coaching is that tool
Coaching Focuses on Developing, Not “Fixing”
Coaching is a fuid relationship that can be initiatedby either the person who sees an opportunity tohelp or by the person looking or help. It can bedone at any time and doesn’t require a manager/subordinate relationship to be eective. In acoaching relationship, both parties decide i therelationship should continue. Coaching ocuseson developing, not “xing,” the person beingcoached—creating individuals with improvedskills who can contribute more eectively in ateam environment and on their own.Coaching is much more than just an inormalconversation with another sta member. It dependson clear expectations that are communicated welland supported with timely oversight. Regardless owhether you’re a manager coaching a new employeeor team member coaching a peer, ormalizing someo the coaching process is useul. When goals andexpectations are clearly dened, employees in the“middle 80” are given the tools to perorm abovetheir previous potential.