Last week, I was almost late to an important meeting, so I rushed to my car, got inside, but realised the engine wouldn’t start!
In a moment of agitation, I thought to myself:
“I can’t believe this is happening now!”
“I have so many issues to deal with, now I have to deal with my car!”
“I need the car this weekend!”
This went on for about a minute. But my conscious mind quickly caught myself spiraling into a negative state. That’s when I decided to change my mind’s voice. I decided to practice gratefulness instead of feeling like a victim.
“I’m so lucky that I can grab a taxi so quickly using an app. Now I’m not going to be late.”
“It’s a good thing that I have a second car at home, not everyone is as lucky to have a second car.”
“I’m grateful that I can call my family for help, so I can focus on my work.”
I immediately created a positive emotional state, and was back in a productive mood, ready to take on challenges again.
We have more power over our emotional state than we realise, and can choose how our inner voice speaks to us. Had I stayed in a “victim” state, it would have had a negative impact on my work for the rest of the day. But I chose gratefulness, and you can too.
I promise this choice will encourage the world to react positively to you too.
Coincidentally in the last few weeks, five different people asked me about the “importance of networking”.
And I told them – if you think about your activities as “networking”, you probably got it wrong. Going to gatherings and shaking hands with influential people is not networking. They won’t help you because they are surrounded by people who want to network with them ALL THE TIME.
I go to very few gatherings. When I meet people, it’s about discussing a common goal together, never small talk. All my “network” was not from me trying to meet influential people. I was just driven by my work, and the right people showed up because they were interested in the work that I do.
And if we contacted each other, we will genuinely try to help each other out, even though we’ve not known each other for long.
That’s because to build a real network, there needs to be trust and mutual respect. Trust is built because they know I am not meeting them for the silly reason of “trying to network”. I am meeting them on equal grounds, discussing how we can add value to each others’ goals.
We shouldn’t try to shake the hands of influential people for the sake of networking. If you want a real network, focus on being driven by your work, and the right network will appear.
Was thinking recently about whether there are certain guiding principles that have brought me to where I am today. And took me a while to summarise them into this list. Here are my Top 10!
1) Treat your loved ones like it may be the last time you’ll see them
Most people will leave this world unexpectedly or with very little warning. Be kind to your loved ones, don’t assume you will have time to tell them you love them. And don’t live with regret only when it’s too late to do anything about it.
2) Only spend time with people you like
Life’s too short to be socially polite. And stay away from those who like complaining. They are sucking energy from you to keep themselves going.
3) Think with your head, act with your heart
In modern society, sometimes being emotional is portrayed as a weakness, but realise it is a great driver of action. Nothing is more formidable than someone who can make decisions using their mind, but is obsessed and driven by their heart.
4) Realise that you’re wrong about many things, especially about yourself
Self-awareness is a gift, and even those that remind themselves to be self-aware know so little about their biases and own personality. Understanding this helps you listen to others better, develop empathy, and opens up your mind to have a deeper understanding of yourself.
5) If you want to grow, don’t get offended when someone criticizes you
“When a student is ready, the teacher will appear”.
Too often I see those that get easily offended or defensive when others criticise them or their work, and at the same time, start complaining that others do not want to mentor them. We need to respond to feedback well, in order to encourage others to continuously want to help you grow.
6) Remind yourself that the world owes you nothing
Do not fall into the entitlement trap. You’re not a victim. And life is not fair. While you envy others, realise that there are those that envy you too. This understanding helps you live life happier, with more gratitude, and encourages everyone to work hard to pursue what they want.
7) Speak less, ask more
It’s always better to learn what someone else knows rather than trying to impress them with what you know.
8) Don’t try to fit in and be normal
Normal usually means average. Be extraordinary.
9) Know that it’s a privilege to have the responsibility to tackle big problems
The bigger the problem, the bigger the hero. If you feel overwhelmed by your problems, remember that it’s a privilege to have the responsibility to take on big problems. Who is in a bigger position, the Prime Minister of a country who is facing problems that will affect the lives of millions of people, or a university student whose biggest problem is trying to hand in their homework on time?
So don’t feel overwhelmed. Take on your problems knowing that you’re lucky to be facing it because you’re doing something important.
10) Be as curious as a toddler
Look at new ideas like how a toddler looks at a new toy. With intense curiosity and excitement, and be willing to experiment. A closed mind will lead to a life of stagnation.
We’ve started a “Jom Balik Tanah Air” movement to share personal stories of Malaysians who have come home from living abroad, and making an impact, not just in their own lives, but also in the lives of other Malaysians, whether in big or small ways.
As someone who has lived in London for many years, I believe there’s a common misperception that many Malaysians did not want to come home purely because the money was better elsewhere.
But if you’ve lived abroad for a long time before, you’ll learn that most Malaysians don’t live luxurious lives or drive BMWs there. So why don’t they come home?
One word: Confidence.
Confidence that there is opportunity for them back home. Confidence that the country loves them as much as they love their country.
As the rakyat stood proudly together in the recent elections for what a momentous moment in Malaysia’s history, many Malaysians I have spoken to (who are still abroad) are thinking “maybe now is the time to come home”.
So if you’re living abroad now, I hope these stories inspire you that the possibilities are huge if you’re willing to come home, bring your talent and enthusiasm, and help build this country together!
“Derek, I’m looking for a new job, is there a good one you can recommend?”
I asked, “But you’ve only been there for 6 months, why so soon?”
“I have learned everything I can from this job. Time to go to the next one and learn new things.”
Firstly, you might have learned new skills. Maybe you’ve performed these skills successfully once or twice. That hardly makes you an expert. True mastery takes time and practice.
BUT MORE IMPORTANTLY, the difference between those who achieve great things vs those who don’t, is not “skills”. It’s your ability to demonstrate grit and perseverance. Grit is the ability to push through despite struggles and hardship. The strength to see problems as hurdles that you can overcome and not quit when things get tough.
I can’t read your future, but if you’re an ambitious person, I can promise you that the road to success is filled with a barrage of problems.
Not a single successful person out there got to where they are without having to persistently overcome them in pursuit of their long term goals. This strength is more important than any skill you can acquire.
Skills are important, but they will only get you so far. It takes years of relentless focus and an uphill climb to learn grit. We hardly learn anything in 6 months.
“Derek, how do I know if someone is a good boss during an interview?”
A young, eager graduate asked me this question during one of my talks.
“What do you mean by a good boss?”, I replied.
“Well, I want to avoid those horrible bosses I read about where they are always unreasonable and don’t care about their employees. I want a kind boss that can be my mentor.”
I paused for a moment.
This made me think about all the thousands of articles I have read about “leadership”, which paints the ideal boss as a kind, inspiring mentor, that will empower and trust their people. And I imagine this young graduate asking me this question is conflicted between how these articles describe a good boss, with the actual bosses that are out there.
It’s a valid concern because choosing the wrong boss can be damaging to your career, sometimes permanently.
So I started thinking about all my previous bosses that actually made a positive impact on who I am today. To my surprise, none of my previous bosses were one of these “good bosses” that those articles described.
My first boss was horrible but I owe him my career
“Derek, I want a cup of coffee on my desk every morning, black with no sugar.”
Michael drinks too much coffee. I probably make him at least five cups a day. He runs an accounting firm in London, and he decided to hire me to be a junior accountant which was great because I needed some income while I did my professional accounting papers.
He was one of these “horrible bosses” described by these leadership articles today.
“Why is this taking so long Derek? It’s already the second day I don’t see much work done. Were you doing any work yesterday?”, Michael said sarcastically.
“I have been working hard on this. It took five days last year and now you only gave me three days, there’s not enough time”, I complained meekly.
None of my previous bosses were one of these “good bosses” that these articles described
Michael had a bad temper, and even though I felt it was unfair, I tried my best to control my emotions because I really needed this job.
“The client is pressuring us on fees, so you will do the same work in less time. If I don’t see it completed by tomorrow morning, I am going to be very disappointed”, Michael replied.
Michael never bothered to sit down with me to explain how I can work faster and better. No “mentoring” the way these leadership articles say a mentor was supposed to be. He just let me figure it out myself, and at the end of every assignment, he would be sure I would receive the criticism I deserved.
I don’t think I’ve worked so efficiently before this. I was always kind of relaxed during university but the real world felt harsh. Nevertheless, despite what I felt was unfair, I worked really hard and completed the work the next morning.
Michael looked my work, and as he was going through each page, his ears started to turn red and I knew this was not a good sign. He looked up, and instead of praising me for being so efficient, he started berating me for all the mistakes I made in my work.
“I expected more from you Derek! These mistakes shouldn’t be made by you!”
Doesn’t matter if I had to work tirelessly to complete the work in record time. Michael will never allow me to have a single excuse for producing mediocre work.
This was just one of many similar experiences I had working with Michael.
I believe many people today visualise a mentor as someone that patiently guides them through your work, almost spoon-fed like they’re in a class. But I learned a lot from Michael not because of any “mentoring”, but through all this direct, transparent criticism I get from him every time I made a mistake.
And I got better and better at my work, and always held myself to high standards, because I knew if I didn’t, Michael would not hesitate to remind me of my shortcomings.
The Right Intentions
After many months working for Michael, one day, something unexpected happened.
“Derek, I know you think I’m being horrible to you, but this is the only way you’re going to learn fast. I want you to know that I will always hold you accountable to a high standard even though you are only a junior accountant. This is how my first boss coached me, and this is how I am coaching you.”
He said this in such a calm manner, and it took me by surprise. I felt his sincerity in his words and intention to teach and help me grow. Don’t think it ever crossed my mind that he was trying to coach me.
While I don’t agree with him on his style completely, I feel fortunate that he set such a high bar for me as my first boss.
He was never an “understanding boss” and his uncompromising attitude made me into a professional with high standards and strong work ethics. A attitude that I carry with me today as a business owner.
The “nice boss” will hurt your career
“Does Alex know that he shouldn’t be doing that again?” I asked one of our senior team.
“Yes, I mentioned it to him a few months ago”, said John.
“But why is he still doing it?”
“I wasn’t too direct, I kind of said it my way, in a better way so as to not sound too harsh.”
“It’s clear the message didn’t get through to him because he has not changed. It’s been a few months, and now when this person is not performing, you’re telling me that you sugarcoated the message and haven’t made it clear to him that this a serious problem?”
This is a typical conversation I have with a “nice boss”, who struggle to clearly criticize the work of their team because either:
They misunderstand being a good boss as being an understanding boss
They don’t like conflict
They are vain and care too much about what other people think about them and want to be seen as a “good boss”
They are afraid that their staff will leave them so they are nice, but realise that they are only thinking about themselves and not you
A clip about Jony Ive describing why Steve Jobs is so direct with his criticism
If you report to a nice boss like this, unfortunately you’re never going to grow.
Because you will always think you’re better than you actually are. And when you’re frustrated as to why you’re not growing in your career (the market is never “nice” and will always adjust you to your true value), you’ll be trapped feeling like a victim.
You won’t realise that it was your boss’ unwillingness to clearly and transparently criticize you that made you stuck.
Think about your current boss. Is he or she like this? If they are, I encourage you to have an honest conversation with them and demand for real feedback. Make them feel safe that you can take this feedback.
“Tough” is better than “Nice”
Sometimes I hear people complaining about their bosses not being understanding and have unreasonable expectations of them.
But ultimately, it’s a question of comfort vs growth. If you’re thinking “why can’t growth also be comfortable?” then I would say growth = change and all change is naturally uncomfortable. So if you want a boss that is easy on you, then you’re probably going to to be in your comfort zone and grow slower than those with a tougher boss and higher expectations.
Assuming you’re serious about building a strong foundation for your career, and you had to choose between a nice boss that won’t criticise you and push you out of your comfort zone, and a tough one that can be stressful to work for in the short term, I would ask you to choose this tough boss over the nice boss.
People often don’t reach their full potential without high standards and expectations imposed on them.
Don’t let a nice boss keep you in your comfort zone and hurt your career, with their misguided concept of what a good boss is.
A tough boss is contributing more to your career growth than you realise.
If reality is worse than your expectation, you’re unhappy. If reality is better than your expectation, you’re happy. And guess what? You can’t control reality but you can control your expectations.
People who are constantly unhappy probably imposed some expectation on themselves or on others that are not aligned with the reality of life. I always find the easiest way to get through a rough patch is to tell yourself “It’s supposed to be like this, it’s not about easy or hard, it just is like this.”
And you can accept this, find ways to improve and be happy. Or you can constantly fight an emotional battle that you will not win.
I heard a familiar voice whispering my name. I was in the middle of an exam. And my friend Joe, who was seated behind me, kept trying to get my attention.
“Shhhh… can you pass me your answers?”, said Joe, quietly.
I was a naive, 13 year old student then, not aware of the lesson I was about to be taught. Joe sits beside me in class, and was always chatty and playful. I knew he was not the academic type.
Being a good friend
“What?”, I replied to Joe, even though I knew exactly what he was asking for.
“Help me out man. Look, the teacher isn’t looking now, pass me your answers, quick!” Joe spoke with haste.
Should I give him my answer sheet? That’s cheating, so surely this can’t be the right thing to do. But I didn’t want Joe to fail his exam, perhaps loyalty and friendship was more important.
As our class teacher looked away, without thinking further, I quickly handed my answer sheet to Joe.
I didn’t want Joe to fail his exam, perhaps loyalty and friendship was more important
But what I did not realise, was that my Math teacher, Mrs Nora, was standing right outside our class, silently looking in from the back.
I did not see her when I passed Joe my papers.
I continued working on my exams. Ten minutes later, Joe tried to slip my answer sheet back to me.
As I turned to take my paper back, I caught a glimpse of Mrs Nora, still standing outside the class… and caught her looking right back at me!
My heart dropped. My first thought was that she would walk in screaming and tried to interrupt the exam.
But no. Instead, she gave me a disappointed look, smiled and walked away.
The conversation with Mrs Nora
I didn’t hear from Mrs Nora for the next few days. Maybe I got away with it?
That did not last long, as Mrs Nora walked into my class one day and asked me to follow her to her office. Without Joe.
I thought, “Oh no, what will she do? Will she call my parents? What do I tell them? And…. wait, why didn’t she ask Joe to come along, isn’t he also part of this?”
We stepped into her office, and she looked up at me.
“Derek, I saw you passing your answers to Joe. Why did you do that?” Mrs Nora said. “You’re a good kid. Did you know that you scored an A for this paper?”
I was nervous, and looked at her quietly without a response. I have always been a shy boy, following the rules, and never liked conflict.
“I am going to give you a C to teach you a lesson”, she continued.
Tears started flowing down my face. I felt a deep sense of fear and regret. And before long I started sobbing.
In an introverted fashion, no words would come out of my mouth, but my mind started racing, “WHY? Why are you punishing me? I didn’t cheat, I was only helping out a friend! Why isn’t he also getting punished??”
Almost as though she could hear the voice in my mind, Mrs Nora said “Did you know that Joe failed anyway? Even though he copied some of your answers. In the end, after helping him cheat, you didn’t manage to help him at all, and instead did something that makes me think that you do not have any integrity.”
Mrs Nora said, “Did you know that Joe failed anyway?”
“Even if you succeeded to help him pass his exams by cheating, how many times can you do this for him? Eventually he will still fail, because he didn’t actually get better. If you really cared for him as a friend, you should have encouraged him to learn to do the hard work in order to pass his exams. I want you to remember this.”
Still crying, I remained silent and accepted my punishment.
The lessons I carry with me
Joe knew what had happened. But he never stepped in to take responsibility, because why should he? He failed anyway. And needless to say, we stopped being friends after that. In fact, he eventually left the school without finishing, and I never knew if it was by choice.
It’s been 25 years since this happened, but it’s left such an impact on my life. Even though Mrs Nora said it in a way a 13 year old could understand, these are lessons even many working adults could use.
If you really want to help a friend, sometimes you need to say to their face what is hard but true. Even if they don’t want to hear it, they need to learn to succeed themselves. Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime.
If you want to progress in your career, you have to work hard and be genuinely good at your job. You can get away with shortcuts by playing politics to get promoted, or taking credit for other peoples’ work, but over a long period of time, you’ll eventually be found out and the market (invisible forces) will adjust you to your true value. The reverse is also true – if you feel you are not progressing fast enough compared to your peers, as long as you have a great attitude to work, time will adjust you to your true value, so keep going.
If you’re a boss that thinks being nice to your team is being a good leader, you’re much likelier to hurt their long term career. Teach them the value of hard work, or they will go through their career thinking they are better than they actually are, and struggle in the long term.
We successfully completed WOBB’s first ever Digital Recruitment Training recently, and it’s exciting to see such a forward thinking group of HR folks who want to understand the future of recruitment.
The subject is a really big one, and I believe someone can be doing this for months and still be considered a “junior”. But I will try to give my top digital recruitment concepts that I believe are the foundation of this topic.
1) Your candidates won’t “walk pass” your career page
In the physical world, if you set up a shop, people will walk pass your shop, and potentially visit or buy something.
In the digital world, it doesn’t work like that. No one will walk pass your website by chance, unless they are already looking for you. You’ll have to know how to set up channels to drive your targeted audience to your website.
The most common channels are: Search (Google), Social Media (Facebook, Linkedin, Instagram), or Direct (people directly visit your website because you’re promoting it in the physical world).
2) Think of recruitment as a funnel, much like how sales and marketing people think of it
Typically when I meet HR folks, I often hear their frustration about how many irrelevant applications they get when they advertise their jobs, and constantly talk about the need to a better screening process from job portals.
But it actually doesn’t solve the problem for them. Even after screening all these irrelevant CVs, they won’t enough good ones to invite for an interview. So the REAL problem is that good people are not applying to their jobs.
Employers, should instead take a step back and start thinking about how to market their company as employer to attract good talent to even apply to them in the first place.
The digital recruitment funnel
In order to start marketing your company, you’ll need to decide on a clear employer branding message. Are you positioning your company as a prestigious employer? Or an employer that cares about social impact? Or are you positioning yourself as an employer that treats their staff like family? Be decisive and clear on the message.
3) Create digital assets (content) around your employer branding message
Once you’ve decided what the message is, start creating content in the form of digital assets such as videos and photos that share that message in the digital world.
I use the word “asset” because as you know anything that goes on the internet stays there forever! So your work is never wasted, it will stack and compound, and over time, the internet will be filled with digital assets of your company sharing that same employer branding message.
If you contrast this, with say, spending time having a booth at a university to promote your company, that effort disappears after the booth is gone.
This is why digital recruitment is so powerful. All your work creating your company’s digital assets is never wasted and keep stacking up.
This is why digital recruitment is so powerful. All your work creating your company’s digital assets is never wasted and keep stacking up.
4) Push your digital assets across multiple channels
There are various tactics how you can post effectively in different platforms, as the audience behaves differently on each of them. There are many resources from the digital marketing world that you can refer to in order to decide how best to optimise your content on these different social platforms. Here are some basics:
Google search: Your audience find you here because they are searching for something, therefore there is an intent to take action. Think about how your candidates might be looking for you. What do they see on the first page of Google when they search your company name?
Social media: Your audience is browsing social media not because they are looking for a job, therefore if they find your content, they are basically “discovering” it. Take a less direct approach to promoting your job vacancies is important here to not throw off your targeted candidates.
You can also join WOBB’s digital recruitment workshop (which I train personally) to get deeper insights, include how to make content viral, how to be a digital headhunter on Linkedin and how to screen candidates automatically using technology.
As we look forward to the new year, I have been pondering what are some of the biggest leadership lessons I’ve learned this year. WOBB has gone through significant growth, starting from just me (one person sitting at home in my pyjamas), to a 25 person team, with some of the most talented employees in the business.
I’ve definitely made many mistakes and learned a lot from them, but here are my personal top 5 leadership lessons.
1) The team doesn’t live inside your head
I’ve met founders who said that they were frustrated when the team doesn’t seem to be able to deliver exactly what they’d would hope for. “Sometimes if you want to get something done right, you have to do it yourself.” Admittedly I’ve had this thought myself too.
But what I’ve learned over time is that poor communication from the leader can cause a lot of these problems. When leaders don’t communicate with clear instructions and specific expectations, it causes the team to try to figure out what they think you are looking for, based on that they know, and of course, they are not going to get it right. Because they are not mind readers, they don’t live inside your head.
I always try to remind myself that as the founder of the company, I have access to information from other founders, investors, clients and competitors etc. I’ve been in the company since the beginning, and have clear context of everything that is going on in the company, because every team reports to me.
I can see the full picture. The full picture that individuals in the company do not have access to.
It is therefore our responsibility as leaders who have all the information, to see that your team can’t see everything you see, unless you make that effort to show them clearly what you need, or give them access to the information that will help them. Be clear and specific about your expectations.
Because if you don’t make that effort and just expect them “to know”, it’s your fault that they are not delivering good work, not theirs.
2) Be quick to weed out the “show horse”
(To be kind, I have changed some details of the following story to keep the person anonymous, but the essence of the story is here.)
Jim joined our company full of enthusiasm. Every time I spoke to him, he was incredibility helpful, looks so engaged and was always willing to do everything that I asked. He was also a very bright kid, someone I could ask a question to, and he’ll somehow find an answer.
I really liked Jim, and was thinking of promoting him.
Then one day, someone came to me and started sharing his concern that he caught Jim spending his time watching Youtube during working hours, and sometimes even during meetings, when I’m speaking at the front, he would be watching a video on his laptop instead of paying attention to the meeting.
I was surprised to hear that. There’s no way Jim would do that. Not the enthusiastic Jim that I know.
Then over time, I started hearing other concerns from other people in the company. Uncollaborated, totally independent stories.
“Jim doesn’t go for any client meetings, his calendar is always empty. He spends more time trying to talk to you than get any meaningful work done.”
“Jim is rude to me and doesn’t take feedback well when the team asked him to work harder.”
I started to wonder… wait, is Jim behaving differently in front me because I’m the boss? I paid more attention to his actual work and how he spends his time in the office.
And it turned out to be true. Jim spent most of his energy trying to appear to be doing a great job rather than actually doing it. He had the lowest activities, and delivered the least results. Everything that he touched either stagnated or became worse.
Jim spent most of his energy trying to appear to be doing a great job rather than actually doing it.
It was so easy to be blinded by this “showhorse” had I not made the decision to be unemotional about this and looked at it objectively without any biases.
Suffice to say, Jim didn’t stay long in the company after I started paying more attention to his actual performance rather than appearances.
Remember to watch out for the showhorse.
3) Embrace your “followers” as equals because they make you a leader
As single founder, people always ask me whether it feels lonely not having a co-founder I can share my worries with, or to bounce off ideas. And when I tell them that I can do all these with my core team, it always surprises them that our team is so engaged.
In fact, the team is so passionate about the performance of our business, that I often find them seeking out to do more for the company, seeing problems that worry them and proactively figuring out how to fix these problems, and sharing a lot of the stress that I share as a founder.
But what’s the secret? There no big secret. Just pull them into your world as an equal. As someone that you genuinely value, with opinions that you value, with actions that you trust.
Of course, some of you are now thinking “but not everyone in my team is at the level where I can trust and empower them in such a way”. In which case I would ask you to either:
Try anyway, because are you sure you can’t empower them? Or is it because you don’t have the courage to let go?
Start thinking about your talent attraction / employer branding strategy so you hire better people
Either way, this video from Derek Sivers reminds me all the time how your followers make you a leader.
4) You dictate the culture of your company
Leaders play a critical role in influencing the culture of their teams. After all, you decide that is acceptable behaviour and what is not. You decide what behaviours get rewarded, and what gets punished.
So if you’re ever in a situation where you’re frustrated that your team is “lazy”, or always late, or don’t openly share their ideas, very often you’ll find that it’s you (the leader) that made the culture what it is.
Whether it’s because of your decisions to hire the wrong people (that ultimately influenced your team’s culture), your inability to publicly reward the right behaviours or punish the wrong ones, or because you do not lead by example, it really all comes down to you to dictate the culture of the company.
Your inability to publicly reward the right behaviours or punish the wrong ones… it all comes down to you to dictate culture
If you don’t want others to be late, then you shouldn’t walk in late just because you’re the boss. If you want your team to share ideas and act proactively, then don’t get annoyed whenever you hear an idea you don’t like (how are they supposed to know what ideas you don’t like, over time they will just learn to speak less).
At WOBB, we even went as far of building our own 9 core values that are specific and actionable to give the team clear guidelines on what is expected behaviour. We obsess about these values, and it’s what drives a lot of our business decisions.
WOBB’s Wall of Values is situated in the middle of the office and takes up an entire wall, as a clear visible reminder to the team about expected behaviour in the company.
5) You should pay more attention to your star players, not less
A common mistake I find many leaders make is that they tend to leave their best people alone, get out of their way. In their mind, if they have a star player that has earned their trust, they should leave their star alone. That’s called “empowerment”.
These leaders then tend to focus their time and energy on their weakest players in their team, which they believe needs “fixing”.
I believe that’s not a great strategy. Because not only will you find that spending time with your weak players doesn’t guarantee they will perform better, you will also soon discover that your star players will also start to get demotivated.
Your star players will soon feel that they are no longer growing in their role, or no longer getting a lot of recognition for their achievements. After all, they are star players, they are always expected to perform and deliver, and over time, it just becomes “normal” and no longer celebrated.
They are no longer coached, because how do you coach someone that is already at the top of their game? And this adds on to your star players feeling stagnated.
I’ve always believed that a better strategy would be to focus your time and energy on your star players instead. These are your best people. They are the most engaged. They have high will. They want to keep growing and they care deeply about their performance and your business.
Give them recognition for their achievements, no matter how many times they keep hitting their goals (that’s a good thing right? Celebrate!). Spend time strategising with them, supporting them, working on making them better.
Paying attention to them is not about you not empowering or trusting them. In fact, very often, high achievers want attention, because that’s what drives them, and it’s a mistake to stop doing that.
And how about coaching? How do you coach someone that is already a star? The real question is – why are you making it so easy for them? They are your star players! Give them bigger tasks, challenge them to do more. Make them uncomfortable.
That is your opportunity to coach them so they keep growing and pushing boundaries. Celebrate whenever they raise their standards. And support them when they need help.
And other people in the company will look to them as examples of how to excel in the company.
In short, investing your time building your best people is a much better long term strategy that will produce a high performance team.