New Game Plan for C Players (Spanish version)

Description

It's a big driver of business success, but one that executives are loath to talk about: upgrading the management talent pool by weeding out "C" players--those who deliver results that are acceptable but who fail to innovate or inspire the people they lead. In this article, the authors of The War for Talent explore the hidden costs of tolerating underperformance and acknowledge the reasons why executives may shy away from dealing decisively with C players. They recommend that organizations establish rigorous, disciplined processes for assessing and dealing with low-performing managers but still treat them with respect. The authors outline three ironhanded step for executives to take. First, identify C players by evaluating their talents and distributing employee performances along an assessment curve. Second, agree on explicit action plans that articulate the improvements or changes that C performers must achieve within 6 to 12 months. And third, hold managers accountable for carrying out the action plans. The authors also emphasize the need for executives to ensure that low performers are treated with dignity--offer candid feedback, instructive coaching, and generous severance packages and outplacement support. The authors' approach isn't about being tough on people; it's about being relentlessly focused on performance.

Keywords

Career advancement Hiring Hiring & employment Management styles Managing professionals Organizational management Performance appraisals Performance management professional development Recruitment Succession planning