Post by account_disabled on Mar 7, 2024 4:15:02 GMT -5
Make sure your high-performing employees have the tools they need (people, budget, training, etc.) and remove any obstacles that stand in their way. 3. Get out of their way!: An under-30 CEO I worked with used to sit at my desk and edit some of the presentations and documents I was working on. He thought that since he knew the industry better and I was just starting out, he would save me time and help me. It wasn't like that (I actually left the company a few months later). Once you've agreed on goals and given your high-performing employees the tools they need: LEAVE. Just get out of their way and let them get on with the process. High performers love having the freedom and autonomy to do things the way they prefer. If they need help, they will ask for it. If you micromanage them, they will get frustrated and things will usually start to go wrong. This is particularly true for high-performing entrepreneurs who join startups. One of the main reasons many of these people join these startup companies is not so much for the options, but for the autonomy to do something the way they would like to do it. With minimal interference. 4. Use your 1-on-1 meetings for maximum impact.
Avoid using these meetings to just report things, as you can do that via email, Slack, or over lunch. Your 1-1s should be about finding out what obstacles they need your help with, if they need more resources, or if there are any major changes that could affect their priorities. 1-1 meetings are also a great opportunity to provide constructive feedback on how they are doing (see above). Something important is to establish the duration and frequency of these meetings and make them part of your routine and theirs. Make sure you arrive on time and be willing to cancel as necessary (since high-performing professionals tend to be British Student Phone Number List These meetings should also be an opportunity to ensure that the high performer is focused on the “right” projects, as they may be distracted by other requests or new, interesting projects that pique their interests (see below). 5. Give them special projects : These can be particularly helpful if your current job promotion structure doesn't lend itself to giving them the career path they want (at the speed they want). For example, one of the people on my team at Google was always ahead of schedule and tempted by new and interesting projects.
He had worked in emerging markets and had a very entrepreneurial background. So when I realized we might not be able to promote it as quickly as we wanted, I gave it a special project to drive and lead marketing alliance initiatives with our carrier partners, including Verizon and Sprint. This gave him new and interesting work, gave him the opportunity to grow and build his network, and acted as an escape point so he didn't think so much about where he was or wasn't in his career. Just make sure these projects don't distract you too much and that they contribute to the business in a meaningful way. 6. Provide opportunities for growth: As mentioned above, growth is like oxygen for high-performing employees, so make sure you give them plenty of opportunities to learn. At Course Hero, my Head of Growth Marketing was interested in moving towards product marketing. Although we weren't able to fulfill her application anytime soon, I encouraged her to take a product marketing course at General Assembly and gave her the budget to do so.
Avoid using these meetings to just report things, as you can do that via email, Slack, or over lunch. Your 1-1s should be about finding out what obstacles they need your help with, if they need more resources, or if there are any major changes that could affect their priorities. 1-1 meetings are also a great opportunity to provide constructive feedback on how they are doing (see above). Something important is to establish the duration and frequency of these meetings and make them part of your routine and theirs. Make sure you arrive on time and be willing to cancel as necessary (since high-performing professionals tend to be British Student Phone Number List These meetings should also be an opportunity to ensure that the high performer is focused on the “right” projects, as they may be distracted by other requests or new, interesting projects that pique their interests (see below). 5. Give them special projects : These can be particularly helpful if your current job promotion structure doesn't lend itself to giving them the career path they want (at the speed they want). For example, one of the people on my team at Google was always ahead of schedule and tempted by new and interesting projects.
He had worked in emerging markets and had a very entrepreneurial background. So when I realized we might not be able to promote it as quickly as we wanted, I gave it a special project to drive and lead marketing alliance initiatives with our carrier partners, including Verizon and Sprint. This gave him new and interesting work, gave him the opportunity to grow and build his network, and acted as an escape point so he didn't think so much about where he was or wasn't in his career. Just make sure these projects don't distract you too much and that they contribute to the business in a meaningful way. 6. Provide opportunities for growth: As mentioned above, growth is like oxygen for high-performing employees, so make sure you give them plenty of opportunities to learn. At Course Hero, my Head of Growth Marketing was interested in moving towards product marketing. Although we weren't able to fulfill her application anytime soon, I encouraged her to take a product marketing course at General Assembly and gave her the budget to do so.