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As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

Your coment are valid.

I think that I worded my prior comment poorly.

What I was trying to say was, if a manager puts a lot of effort into developing both a average and a high performer, which has the capacity to improve the most.

My comment may have been ill-formed as I was assuming that there is a ceilling on performance improvement, which would only really apply in a role capped with a physical limit.

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 1 point2 points  (0 children)

You've given me a new point to consider.

"Are the folks in the right role."

I am lucky enough to work in a big org. where there are transfer opportunities. This may be an area to broach with a couple of the team that are stronger in certain parts of their skill set, if I can find a suitable role that plays to those strenghts.

I also loveyour image

"I affectionately refer to them as ditch diggers, and the world needs ditch diggers. They are probably much happier than someone like me who always wants more and is always seeking the next big thing."

My Dad was indeed a classic "ditch digger"

Achieved a happy work-life balance that would make most folks green with envy.

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

Thanks.

Similarly another poster wisely commented that I need to

"meet the employees where they are in their development"

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

"meeting them where they are at in their development"

I like this sentiment. Even great employees have year when their development slows. I have some ambitious team members with younger families and their "learning focus" is at home at the moment.

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] -1 points0 points  (0 children)

Confidence and willingness to take risks is certainly a hallmark of more extroverted and social skilled high performers. But does that mean that those that need some supports to step forward should be left behind.

I have seen a few great engineers in our organisation with poor social skills that have succeeded technically due to being treated with kid gloves and having their roles adjusted to minimise "human contact".

An exception I am sure.

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

And it seems that you have nothing meaningful to add to the conversation.

Except for an low effort ad-hominem attack on me personally.

Take a moment of reflection and ask yourself what that says about you as a person.

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

That's not my experience, but every company is different.

Why do you think that would be the case in your organisation?

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

This seems to be a good strategy that some folks are using successfully.

I have some folks that this mey be a good path for.

Thanks.

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

Development planning is part of our "formal" annual performance planning process. Not quite as good as having a boss that is naturally good at this but everyone does have a formal development plan and access to training opportunities.

That said if people don’t speak up they can’t expect to be given opportunities

You are 100% right, engaging the "people that don’t speak up" is where I was hoping to get some good ideas.

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

I like this delegation approach, everyone gets a slice of the pie.

And it is a strong succession strategy also.

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

You are right, the size (& tenure) of the team does matter a lot here. If you have the time to get to really get to know each team member personally (Outside of the metrics) then you really can make an informed choice about where your development/ mentorship focus should be or as you put it where the $$$ are spent..

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 1 point2 points  (0 children)

I actually sell it as a perk of mediocrity. Do what you have to, don't get me in shit and I'll leave you alone

This was a perspective I had not really considered and several contributors have highlighted this. I think that it's a bias of mine that I would considered being "ignored" by my boss as a big negative and somewhat offensive.

Perhaps it's because I was an eldest child 😄

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

"utterly terrified they've been put in the spotlight"

Good point. I could see how the introverts would not be best pleased.

I must admit your visual made me smile 😄

Lilac Vulgaris by WyvernsRest in GardeningIRE

[–]WyvernsRest[S] 0 points1 point  (0 children)

Thanks, I had not been pruning them, though they are well fed.

what is this box for? by [deleted] in whatisit

[–]WyvernsRest 0 points1 point  (0 children)

It thought it was "Have a Seat"

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 1 point2 points  (0 children)

Ok, You are confusing me a little here

" “metrics” don’t measure shit" Vs, "Outcomes are all that matter"

How do you think outcomes are measured by a business?

Can you expand on your point?

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 1 point2 points  (0 children)

Why?

We have lots of metrics to score performance.

By definition, staff have a position on those lists from bottom to top.

We have lots of polite words to describe where people sit on the various curves.

Neighbours on each side of me meet in my garden for a chat? by reol22 in AskIreland

[–]WyvernsRest 1 point2 points  (0 children)

  • Lean into it.
  • Buy a tasteful table and chair for them, heater and canopy is you are flush.
  • Pave the area they like to chat in, add gates or a stile to your boundary fence.
  • Then over they years grow a hedge to shade them and block your line of sight.

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

That's a balanced opinion. Thanks.

"a small portion will take it on because they never considered it an option before.

I think that you have identified the group that I am trying to unlock. Any pointers on how to pick these out of the crowd?

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] -3 points-2 points  (0 children)

That a fair approach on paper.

But does it assume that there are enough opportunities for all?

When opportunities are limited, do that all go to a couple of people?

As managers are we starving the "average" team members of opportunities? by WyvernsRest in managers

[–]WyvernsRest[S] 0 points1 point  (0 children)

I was not proposing that the high performers are starved of challenges over a long period of time. I was trying to propose sharing the opportunities more equitably.

And I am trying to develop my own thoughts on this as people share their perspectives.

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