Easily track the performance and potential of your team members
Managers are often unable to indicate which team members perform well and who do less well. More often, they can identify the strong and weaker performers, but are unable to substantiate their opinion.
aapart from one sound strategy and well-functioning technical systems your team determines your success. We even dare to say that your team is the most important of all, because a good team guarantees a good strategy and seamlessly coordinated systems, and a bad team achieves little.
That is why it is important that you regularly reflect on the question of how your team is doing. How are team members performing individually? How much potential is there?
Is there much room for development? You can use all kinds of models on this, such as 360° Feedback, but they are rather time-consuming. Especially if you want to do this periodically, the method below can quickly give you a good idea.
This is a framework in which you give each team member a score on two axes: their current performance level and the room for further development that you still see.
Simply put, everyone ends up in one of four quadrants based on the scores. Based on this, you can determine how you want to guide or stimulate your people.
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There are several versions of this framework with six, nine or sometimes even more quadrants, but this simple version already provides a lot of information. What do these quadrants say?
In the upper right quadrant we see the team members who perform at a high level and who still have a lot of room for development. They are already doing great and can still grow enormously. These are clearly you superstars: they can grow into the management team.
Or maybe your successor is among them! Cherish these people. Keep challenging them and make sure they don't get bored. Offer them a clear development path. Make a career plan. Give them new responsibilities.
At the bottom left we find the other extreme. These team members perform below par and also have very limited development capacity. These are you falling stars. The first question you should ask yourself about these people: is there a future for them in your organization? That certainly doesn't mean you already know the answer.
Maybe someone is in the wrong role or something is going on in the personal sphere. So the second question is: could these people perform better with some guidance? You can discuss this and look for a suitable solution.
The next time you fill in the framework again, the falling stars should be in a better quadrant. If not, you probably know the answer.
In the upper left quadrant you will find people who perform well in their current role, but have limited ability to develop further. There is nothing wrong with this in itself!
We call them the rockstars, because they are your rocks in the surf. They are sturdy, comfortable and you can rely on them.
However, it is important to assess what causes the limited development capacity of each team member in this quadrant.
Do they not have much ambition to develop further, or would they actually like to, but are they simply unable to achieve it?
In the first case you have to be careful with them. Offer them an optimal context in which they can make their important contribution to your company for as long as possible.
In the second case, you need to manage the expectations of these employees. You must also actively ensure that their role in the changing organization continues to match their ambitions and capabilities.
Finally, in the bottom right quadrant, we encounter the team members who do not function properly, but who do have a great ability to develop further.
These are you rising stars. Everything is still possible with these people, but beware: draw up a plan as soon as possible to get them to the desired level. After all, they are not yet!
Also be critical of your own judgment. Don't you too easily attribute too much developmental capacity to people who actually perform below par?
It is also important for this group of team members that the next time you fill in the framework again, you take an extra critical look at their scores and their place in the framework.
Take immediate action and remain critical
Mapping the team in this way for the first time already provides a lot of insight. Of course you're not there yet. Connect concrete actions to each quadrant.
Get started with a career plan for your super star, a development path for your rock star and guidance for the falling stars and rising stars. It is obvious that the people who score low on one of the two aspects demand the most attention.
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Through the frame at least once every six months, a clear picture emerges of improvements and deteriorations. Also be critical of yourself.
Did you take the actions associated with the different scores? Were they the right actions and did you apply them correctly? Have they had an effect? And the most critical question of all: were your scores from last time actually correct?