Top Managers Focus On People For Outstanding Performance

By Jeremy Miller


The challenge of transitioning from a solo performer to a manager is like moving from single life to life as a parent. The focus shifts from the individual to the needs of others, and it is a much steeper learning curve than anyone ever imagines.

In Marcus Buckingham’s book, First, Break All The Rules, he states, “A manager must be able to do four activities extremely well: select a person, set expectations, motivate the person, develop the person. These four activities are the manager’s most important responsibilities. You might have all of the vision, charisma, and intelligence in the world, but if you cannot perform these four activities well, you will never excel as a manager.”

Buckingham clearly indicates that the technical skills and knowledge that initially propel us up the corporate ladder are not the key attributes of a great manager. A few characteristics consistently emerge when observing a great manager in action. They aren’t trendy. They just seem to work.

Set clear expectations

Great managers focus on the end results, not on the steps it will take to get there. The fastest way to exhaust every moment in your day is by telling your people how to do their jobs.

Focus your team on the finish line, or the targeted objective, and paint a clear picture that everyone can “buy” into. Take the time to make sure each person on your team can visualize as well as articulate what the end result should look like and why. You may do this in a structured planning event, such as an annual goal setting meeting. Other times it can be an informal conversation about how to handle a specific challenge. Employees need to know what they are expected to do, and they need to have the room to execute the details in the way that makes the most sense to them. The hardest thing for many managers is to let go of their tight grip, and to accept that their employees will not do the job the same way they would.

The act of defining objectives, and giving your people the freedom to achieve the desired results delivers a powerful combination: empowerment, trust and ownership. By trusting and believing in the talents of your people, you help them achieve their full potential in the pursuit of the clearly defined outcome.

Find each person’s unique talents

Every role performed at optimum performance requires certain behaviors, feelings and skills. Talent is natural and it is innate; it cannot be taught. Great managers watch their employees to see what they do best. They talk with their staff about what brings them joy at work, what frustrates them and what really motivates them. Marcus Buckingham states, “One of the signs of a great manager is the ability to describe, in detail, the unique talents of each of his or her people – what drives each one, how each one thinks, how each builds relationships.” The great manager uses this knowledge to leverage the individual talents of their people, and to deepen the overall strength of the group to reach its defined outcomes.

Recognize their efforts at least weekly

Communicate! Communicate! Communicate! Humans are social creatures, and thrive on personal interaction and reinforcement. We want to know our actions are being recognized, and that we are on the right track. The quickest way to snuff out motivation and creativity at work is to ignore it. Notice the little things, and always be looking for an opportunity to give feedback. Performance reviews are a great way to examine annual targets, but outstanding performance is developed in your day-to-day interactions with your people. In conjunction with your annual reviews set monthly and quarterly targets to help your people achieve and be recognized for their on-going accomplishments towards the final outcome.

In the book Nuts, Jackie and Kevin Freiberg state, “Ownership isn’t about equity; it’s about bringing something to the table – ideas, skills, and talents that others value and appreciate. When people feel involved, they care more. The more they care, the more willing they are to assume ownership.” Through constant feedback and recognition you empower your people to take ownership for their actions, and to be confident they are on the right track.

Get to know your employees and show you care about them

Your employees have lots of options, and they could absolutely go work elsewhere, but they choose to invest their time and talents into your company’s success. Great managers take personal interest in the lives of their employees. They don’t pry, but they listen to the stories about their employees’ families and hobbies so they can get a better appreciation for their outside lives. Two-thirds of our lives are spent outside of the office, and the events and priorities outside of the office have a great impact on the performance inside the office. Employees who feel that they are part of a caring team are more committed to doing good work and staying on a job for a longer period of time.

Be open and truthful

Trust must be earned and deserved. One can love, hate or respect someone else without the other person doing or thinking the same thing, but the same is not true for trust. You and your employees must participate and reciprocate with each other to build this relationship of trust over time.

Building a trusting relationship with your team involves emotion as well as intellect. Talk with your people daily. Look for changes in behavior, the working environment and the overall mood in the organization. Always look for opportunities to communicate with your team. Keep your team up to date on changes that will impact them. Clear and direct communication is the foundation of a trusting relationship.

There is an often used quote, “People don’t leave companies, they leave managers.” By applying the characteristics of top managers, and focusing on growing the performance of your team will lay the foundation to your company’s success. Your leadership style is a key link for success by setting the tone and motivation for your team.