ABC, OBB now …
Michael Jackson will sing his heart out with this abstinence at eight o’clock. It’s one of the first rock songs I remember loving. Now what could possibly connect this song of Michael Jackson with real business progress? Well, these are ABCs, crazy.
Ds & Fs will sink your company
The classification of management employees is controversial. Forced ranking is something that many, publicly traded companies do. I am not endorsing these procedures. Nor do I endorse strategies such as Jack Welch’s assumption that 10% of employees annually kill the GE herd from below. What I’m suggesting, and wholeheartedly endorsing, is that you only have really great and incredible employees in your company. Now there is a radical thinking. Before we move on, let me set some parameters. I think business is based on performance. The companies I know play on a very competitive playing field. Many factors affect the long-term success of a business. Achieving success is complex. However, I think we can agree that the quality of employees in an organization affects the performance of that organization.
CEOs, executives and managers have direct control over who works in an organization. Management controls who is allowed in the sandbox. As businessmen, we have no direct control over terrorist plots, or the economy, or our competition, or taxes, or healthcare plans, or national events. But, despite the unions, executives and managers ultimately control who works in the company. Given that this is an area controlled by business managers and executives, we should take full advantage of this to improve our company’s performance and take advantage of “People’s Peace”. This is the point. The “ABC” process I’m going to tell you about is designed to give your company both people and performance.
What were you thinking
If you are the CEO or manager who has direct reports, and you have employees who bring Ds and Fs to the school grading system, then I can’t help you. If you are tolerating this quality of employee in your company, then for me you are not responding appropriately to the business environment that we currently have to thrive alone. You also don’t understand the impact that fewer upgrade employees (and managers who tolerate them) have on the rest of your organization. Not only are they contributing to the company’s drag, low grade employees have a huge negative impact on your great and superstar employees. If you have more than a few employees in the D and F categories, sell the firm, quit the company and do something to protect yourself. Your assessment (and that of your company) is very strict, very serious. In the next minute you will be falling off a very high cliff. good luck! You will need it and you will start praying … Therefore, the following process will be useful only if you do not have D&F employees in your company.
How to lift the whole company
In addition, you need to maintain the idea that in order for your firm to thrive, you must have really good employees throughout the organization. This information will be important if you have this attitude. I read the article “A New Game Plan for C Players” by Beth Axelrod, Helen Handfield Jones and Ed Michaels published in the Harvard Business Review. These writers influenced my own work. They agreed and helped me get my point across. The article also reinforces what I was seeing with my clients. The general idea is that you can improve your company by eliminating moderation. You automatically raise a company up and down. What these articles offer was an easy way for me to work with management teams when they started managing their most important business assets: people. By assets I don’t mean that people object – but resources are one of the most important opportunities for business leadership.
Many companies have minor employees. These companies may include your competition. However, the list of minor players should not include your company, division or business organization. That’s it. This is not necessary. In my work, I have seen companies where there was no ordinary. Moderation was not tolerated. And because these clients had high quality, they had better results in the market. Let me clarify what I mean by using the following definition: From now on, ordinary employees are defined as “C” players. These employees are going through stimuli, they are mediocre in their performance and they are amazing in any positive attribute they bring to the workplace. They are there, take the place and just do your job, like. Do you know anyone like that? Do they work for your company? Make a list of these people by taking out a piece of paper. You will need it later. One test for “C-Nice” is that if any of these C-level employees come to you as your manager and say they are leaving the job, you will be relieved. Will Meteor sleds are not the cause of your relief. It is believed that you can better recruit a new employee from the open market. As employees, we all have issues and problems. However, with C-Players, if you were to choose a manager, you would choose the market while continuing the relationship. This is one of the classic features of a C-player.
The most valuable player
B-players are said to be excellent employees, true guardians and worthy of their weight in gold. They are aligned with what the organization is all about. As corporate citizens, they take great care of their internal and external customers. Although they may not be promoted, that’s fine because they’re doing much better where they are. A-Players has all the features of B-Player. They also have talent, desire and the ability to grow. They are interested in professional development and advancement. With progress, these players can be transferred to leadership or another field or to lead the organization in another state.
One of the drawbacks of this process, which I have often noticed, is that managers want gray. They want to classify employees as C + or B-. They want to use this issue as an excuse to dance. It is important that they stay on buckets A, B, and C. No minuses or pleas are allowed in this process. Don’t allow gray. People have to make choices and deal with the consequences. Are you making him a trusted employee? Managers need to be responsible for who they allow to play in their sandbox.
From time to time, small to medium-sized customers, and of course during strategic planning, we have every manager standing in front of the room. They are then asked to get one rank at a time in their live reports. They are asked to rate each of their employees as an A, B, or C player. To prepare for this process, the assigned articles have already been read. Everyone understands this process. Once the manager labeled the employee and explained why he was being given such a status. Then others at the table can share their thoughts. You can only give your opinion about an employee if you have real work experience with that person. It’s not about listening and gossiping. This process has been taken seriously as actions will be taken on the basis of evaluation. I have noticed that the negotiators have found positive results with the leadership team about their key employees. Managers get direct feedback on how others view and know their direct reports. In addition, issues that have fallen below the surface can be brought to light and steps can be taken to address them. With client after client, I have pointed out moderation and helped deal with it. I have seen managers grow and prosper when they know that one of their key roles is to have a large staff around them. If they do not have good employees, then their peers and leadership groups expect them to do something about it. Implementing this process requires both leadership and teamwork. You need to work with a team that is truly committed to being part of a high-performing organization (and working at that level itself). Adult sophistication is a must for participants in this process. For example, absolute privacy is required to use this approach. What goes on in the meeting room, stays in the meeting room, and all participants need to be very cool with it. It is a fiery crime for me to take this discussion out of context and share it with anyone outside the room.
Plan for C players
Once an employee is identified as a C-player. It can have three resolutions: 1. They can be added to a new role where it is thought that their skill set will allow them to become B players. 2. The manager can take the employee for development and coach them so that they become B players. It. It can be decided that the only alternative at the moment is to go beyond the alternative and change the employee. The decision then is how to proceed in an ethical and dignified manner. One question I would like to ask: Does the employee know that their job is on the line? Managers often hum and say that either they “think so” or the employee “should know.” The standard I set is high: Did you tell the employee that your job is on line and that there are performance issues that need to be addressed? If matters are not on the table with the employee then it has to be dealt with. The first order of business is to make sure the employee knows his job is on line. This is moral work. It is not fair or honorable to surprise employees on such an issue. The manager then has two months to resolve the issue and will place the B player in that position. Time constraints are important to establish urgency.
It is becoming clear
Sometimes an employee who is a C-player is called a “sacred cow” by the leadership. Whatever the historical reasons, the leadership has decided to work with the employee’s mediocre quality and let it go. The employee can be coached, but it is also assumed that if the employee remains as a C-player, he or she will retain his or her job at the company. I have done this work primarily with older workers who have a long history with the company and who have been (in the past) real helpers. For whatever reason – sometimes it’s technical, sometimes it’s age but for whatever reason the employee is not able to participate at a high level. This employee is given the status of a cow for special reasons. The good thing about this way of dealing with it is that now the whole management team knows about it.
Coming up short
Another positive feature of the A, B, and C process is that it can be used to identify A-Players. Small to medium-sized companies often lack A-players. This reduction can hinder the growth of the company. On this situation, “this is all about the East.” Once an A player is identified, their manager is often assigned the task of creating a training and development program with that employee. He will then present the plan at a later meeting. If this process shows the absence of A-players, then this problem needs to be addressed. A common solution is to start hiring people with the intention of becoming an A-player and create some real growth potential in the company.
What to do next
- Whenever you are involved in this process, it is very important that you sing Michael Jackson’s ABC song to yourself. Here is the secret of success.
- Use this process with the staff around you. Deal with any C-players you have. Remember options Coach them, put them in a new role or move towards better options morally and with dignity. Unless you have all the B- and A-players around you, don’t force it on others.
- Introduce your organization to the process by reading the article: “A New Game Plan for Sea Players” suggested by managers through founders Axelrod, Helen Handfield Jones and Ed Michaels.
- Take action in a group and identify A- and C-Players who need action.
- Join the group in two months to make sure things are actually being handled.
So here you have it: a procedure that guarantees the removal of moderation from your organization. Tell us your results. We look forward to hearing from you.