Average managers occasionally turn one member of their team into a star that gets the most attention and acknowledgement, whereas the others remain in his or her shadow. This is of course soon reflected negatively in the team’s morale. That’s why exceptional managers manage the individual goals of all members of the team so that they also support the team’s goals. They do not reward only on the basis of individual results, but mainly on the basis of team results. They motivate the best players to use their unique talents to raise the bar of the team’s success.
And how else do exceptional managers differ from the average ones? Geoffrey James of the Inc.com website sees the main differences in the following characteristics.
They know how to get rid of poor performers
They carefully monitor employee performance and provide feedback and coaching to those who fall behind. But once they determine that someone is unable to perform, they assign them elsewhere or say farewell to them.
They offer support to their people, but they don’t interfere
They know that above all they must leave their people alone so that they can do their work. Only when they see a real need or are actually asked do they offer support, for example in the form of coaching.
Employees come first to them
Whereas average managers put customers, investors, other managers or even their own career first, exceptional managers know that it is the employees who create the value for all of these people.
They focus on managing people, not on calculating numbers
They know that first and foremost they have to manage the activities of their own people, and only then can they calculate the numbers that ensue from them.
They ask more then they answer
They place their bets on questions that force employees to think independently and discuss various possibilities for achieving success.
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