uncovers how bosses can unknowingly become part of the employee’s negative be- havior. If the survey shows low, negative marks from colleagues, customers and di- rect reports and high praise from the boss, that shows the boss is part of the prob- lem.
5. Provide lots of data
Graham Jones and Kirsty Spooner of Lane4 Management Group, Ltd., identified common characteristics amongst high achievers. They are goal driven, totally com- mitted to be the best, demanding and continually strive for improvement. They are interested in opportunities to improve their performance and development so use this to your advantage. They respond well to lots of data so communicate with them in a language they understand by providing them with hard numbers and facts. Show them not only where the weaknesses are but how they can become better perform- ers, because that is something that adds value and motivates them.
6. Hold leaders accountable
Bosses have a vested interest in having their high achievers assume leadership po- sitions. They are rewarded for developing leaders and passing on the company reigns to qualified candidates. Therefore, they must hold them accountable for im- proving their behavior. Once a candidates’ leadership development plan with action steps is completed, their boss must hold them accountable for their behavior and monitor their progress; no progress, no advancement.
Dickie Sykes is a former construction executive and CEO of DGS Consulting LLC. She reinvented her career and relocated her business from New York City to Atlanta, Georgia. For more information on DGS Consulting, contact
Dickie@dgsconsultingllc.com
May 2012 55 Kalon Women Magazine
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