By Michael Sabbag
Why is it that a few staff, despite their powerful abilities and data base, nonetheless underperform? the reply might lie in different root factors within the place of work: the surroundings or tradition, the to be had instruments and assets or an absence of platforms or strategies.
Isolating a root cause-and its corresponding functionality chance- is step one in supporting an worker advance and develop. merely then can a precise answer, no matter if a task remodel or one-on-one training or education, be pointed out and utilized in order that participants can in attaining top functionality. Developing Exemplary functionality One individual at a Time lays out an easy procedure to spot the "right" functionality focus-one exemplary energy that may be leveraged and one "expandable" energy with improvement potential-and flip it into effects that aid an organization's total technique and good fortune.
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Additional resources for Developing Exemplary Performance One Person at a Time
Although I’ve learned to write these documents in an adequate manner—to meet organizational standards—I will never be an exemplary performer in this area. My strengths lie elsewhere, for example, with performance consulting and making presentations. This is fine, because the most important parts of my job—the parts that have the most impact on the company’s bottom line—are the parts that I’m good at. There is no sense in my trying to reach the exemplary level for writing product requirement documents because I lack the potential to ever meet that goal.
Conclusion As you begin getting comfortable with using the Exemplary Performance Model, feel free to let your employees know that you, like them, are in the process of learning the model and that you might make mistakes along the way. Most employees will appreciate your candor and will gain from this shared honesty a willingness to make mistakes themselves (to “fail forward”)3 as well as an increased ability to communicate honestly with you. In addition, try not to sweat the small stuff; if you feel after the fact that you’ve targeted the wrong strength—for example, one that won’t have the most return on investment—remember that you’re still helping to develop the individual (in 39 40 DEVELOPING EXEMPLARY PERFORMANCE the case of the expandable strength) or to share a valuable strength with other employees (in the case of the exemplary strength), and there’s no harm in that process.
Assess and target performance—Identify an employee’s strengths and weaknesses and select one exemplary strength (a task the employee engages in that yields exemplary results) and one expandable strength (a task that yields at-standards or greater results but less than exemplary results, and has the potential to become exemplary) to target; set weaknesses aside. 2. Diagnose cause(s) of performance—Determine the cause (key performance factor) yielding the high performance associated with the exemplary strength and the cause keeping the expandable strength from becoming an exemplary one.