 |
While overall compensation is still extremely important to nearly half of younger employees, it is less important than opportunities to learn and advance, the quality of their manager, and having interesting work.
|
40 |
 |
…to inspire exceptional performance, managers have to lead with – and continually revisit – meaningful feedback based on what each person naturally does best.
|
54 |
 |
…data suggest that employees in today’s workforce expect their managers to coach them – primarily based on their strengths.
|
56 |
 |
Developing successful leaders – whether managers, executives or high-value individual contributors – is an ongoing process.
|
69 |
 |
…using traditional performance management systems… leads to unclear and misaligned expectations, ineffective and infrequent feedback, and unfair or missing evaluation practices.
|
78 |
 |
Becoming an effective coach is the most important skill any manager can develop.
|
85 |
 |
Performance ratings reveal more about the supervisor than the employee.
|
90 |
 |
To make general performance measures relevant to each employee, managers should individualize expectations and development.
|
95 |
 |
Managers – through their strengths, their own engagement, and how they work with their teams each day – account for 70% of the variance in team engagement.
|
105 |
 |
While it’s crucial for the managers of the future to know and develop the individual strengths of their employees, it’s also essential that they know and develop their own strengths.
|
121 |
