Page 178 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

The Power of “We” to Magnify Engagement C165

5. Train all managers in successful performance management and
feedback.

6. Hold all managers truly accountable for the performance of their
direct reports.

When there is a serious commitment to these practices, we believe
employees are more likely to comment as this employee did:

This is a great place to work. The senior management strives to
make each individual in the company successful, not only profes-
sionally but personally as well. I have not met a person that would
not stop whatever they are doing to help me out or answer ques-
tions. The company works hard at bringing out each employee’s
individual strengths. It is very true about the leadership principles
they have about working with good staff. Everyone here is good
staff. I have worked for the firm for several years and hope to do so
for many, many more.

Managers Still Believe Employees Are Interchangeable Parts
Unfortunately, too many managers still haven’t grasped the concept
that better teamwork comes about by recognizing and capitalizing on
the individual differences and strengths of the various team mem-
bers. It is the complementary nature of different strengths and talents
that creates the magic, as any winning athletic coach knows. And yet
some managers still persist in placing “warm bodies” in jobs just to
fill available slots and then expect training to make them all equally
competent. The best managers play chess with their people, not
checkers.

Not Understanding the Elements of Great Teamwork
Most managers could benefit from a deeper understanding of team
dynamics and the factors that undermine teamwork. Many leaders