Managing Smart: Enabling Under-Performers To Become Valued Contributors [Archive.org URL]

A recurring theme in today’s business press is the notion that companies are engaged in a war for talent. The idea is that success in a hyper-competitive marketplace comes to those firms that can best identify, attract, retain and motivate top talent. The problem with this mindset is that it tends to downplay and, arguably, even stife the development of those who are not considered “high flyers”. This article discusses the mechanisms that lead too many companies to sub-optimize the contribution and potential of those employees who are perceived as weaker performers. It’s an issue that concerns bosses at every level of the hierarchy from first-line managers right up to CEOs – namely, how to get the best from all their direct reports, particularly those in whom they have less confidence.

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