"Setting the Curve" for Increased Results
By Mark David
Remember the bell curve? Many of us were graded and measured on
this curve in high school or college whether we were aware of it or
not.
The bell curve principle works something like this: With any given
group you will have a specific percentage of excellent, good, fair,
poor and failing individuals. In school, the top performer would
"set the curve" by which all others would be measured. The teacher
would then look at all the scores and grade accordingly. The top
20% would receive the As and Bs. The middle 60% would get the Bs
and Cs. The lowest 20% received Ds and Fs.
In situations where an entire group of high-performers exists, such
as medical school or law school, the curve is set higher. The
result is increased competition. This competition then breeds a
weeding-out process. What you are left with are only the very top
and most consistent performers.
As simple and ruthless as this principle and process may sound, it
is accurate. The bell curve principle has been applied and proven
over and over again. Believe it or not, you can apply the bell
curve principle to your team and not only prove it true, but
increase performance in a positive (as opposed to ruthless) way.
It's now time for you to be the coach. Look at your team
objectively. It would not at all surprise me if you see something
similar to the following example.
Let's say that we have a team of around 10 employees. With every
team there will be a top 20% of performers. Two individuals (three
if you're lucky) tend to drive the majority of your results. Next
comes the middle 60%, your average performers. They tend to carry
their weight overall, but maintaining monthly results on a
consistent basis can be a challenge. Then come the lowest 20%.
Almost every manager/coach has one or two individuals on their team
who are not quite making it. These bottom feeders tend to suck the
time and energy away from managers and team members alike. Just as
the top 20% can bring in the majority of your results, the bottom
20% can inhibit your team and keep you from achieving your goals on
a regular and timely basis. If this sounds a lot like your team,
then "setting the curve" a little higher may work for you.
Developing your employees and "setting the curve" higher is not as
difficult as you may think. The key lies within you, the coach. It
is your job to give your team the knowledge, tools and guidance to
enable them to move to the next level. The Mark David Corporation
has several tools such as the Coach Approach Program that
show you in detail how to create a high-performance team. In the
meantime, here is a helpful and high-impact tip to get you and your
team started.
Setting the Curve
The first thing you need to do is single out the individuals on
your team that are ready and want to go to the next level. This is
pretty easy with your top 20% performers. Top performers want to
stay on top. These are the folks that are constantly re-inventing
themselves and usually looking for an edge. Single out the
individual on your team that is most driven and open to
suggestions. This person will be your "curve setter."
Now let's take a look at the middle 60%, the average performers.
These people are looking to find themselves. Usually we can find
one person in this group that is ready and willing to do what it
takes to move up to the level of your top 20% performers. This
individual will be the "trend setter." His or her success will set
the example and model the behavior necessary for your average
performers to experience success on a consistent basis.
Here comes the tricky part-the bottom 20%. These folks are lost.
Dealing with the low performers is tricky because it requires total
objectivity and complete honesty-honesty with yourself and your
employees. Given that, take a long and unobstructed look at your
cellar dwellers. Clearly focus specifically on their behavior and
ask yourself this question: Do any of my low performers possess the
business maturity and the desire to move to the next level? If you
can answer a strong and confident "yes," then invest some time and
sincere effort. If the answer is "no," then let go of your ties to
the low performers. Spend time with the people that will bring you
results. Once the safety line is cut, it is up to the low
performers to sink or swim. Hence, the weeding-out process begins.
When low performers leave, you can replace them with new employees
that possess the characteristics and traits of your top performers.
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