BUSINESS SKILLS 2/2020 Business Spotlight 41
Illustrationen: Yann Bastard
- Promoting performance (BS 7/2019)
The more senior leaders get, the more impor
tant it is that they manage others’ performance
rather than their own. It may seem curious, but
it’s actually simple mathematics. If you lead 200
people, their sum performance is more impor
tant than that of one senior leader. Therefore,
understanding how to cultivate and sustain a
highperforming team environment becomes
more vital for senior executives than their own
stellar output. In fact, leading others becomes
the core output of effective leaders.
QUESTIONS
A. What qualities do high-performing leaders
need?
- They must be experts and highly experi
enced in a specific business sector. - They need to delegate frequently.
- They must ensure that people in their teams
and departments perform well. - They should work longer hours than their
team members.
B. To help people perform to a high standard,
what should leaders do?
- Give excellent feedback.
- Clarify people’s roles and responsibilities.
- Give financial bonuses.
- Provide the best training courses available
on the market.
C. If leaders want to coach others to perform
to a high standard, what should they do?
- Tell people what to do and ensure they do it.
- Use questions to help people take more re
sponsibility and accountability. - Do regular teambuilding.
- Be a role model.
D. Do you agree that leaders need to disci-
pline underperforming team members
with clear sanctions?
- Agree totally. People need to understand
what happens if they don’t deliver. - Agree partly. It’s important to show sympa
thy when people miss deadlines. - Disagree mostly. Giving feedback is a better
tool than using discipline. - Disagree totally. Punishing people with
sanctions will demotivate people.
output [(aUtpUt]
, Leistung
role mode
[(rEUl )mQd&l]
, Vorbild
senior: be ~ [(si:niE]
, hier: in einer höheren
Position sein
stellar [(stelE] ifml.
, herausragend
All for one: good
leaders promote
excellent teamwork