【中文版在后面】
Where Do You Spend Your Time?
The theory goes that you spend your time where you receive the greatest return. Successful salespeople, for example, focus their time and attention on customers who buy, or will buy, the most products from them.
However, this principle appears to take a different turn when it comes to managing a team. It seems that managers often invest more time handling low or marginal performers rather than nurturing those who offer the greatest return.
So, how should you allocate your time wisely? Let’s delve into different categories of workers and consider how much time each deserves.
Stars
Stars are your team's crème de la crème – the top performers and arguably your greatest assets. Representing around ten percent of the workforce, these solid players with stellar attitudes often fly under the radar because they're rarely a source of problems. However, neglecting their support can be perilous, as competitors may seize the opportunity to snatch them up.
Rank-and-File
Every organization requires its workhorses – the rank-and-file employees who diligently keep their heads down, demonstrate dependability and loyalty, and do the job required. Representing the largest percentage of most workforces, these employees contribute depth and stability to the organization.
Hot Prospects
Embedded within the rank-and-file, hot prospects are hard-working, competent individuals who, with encouragement and coaching, could ascend to the top. Identifying these rising stars is best achieved through regular performance management and open communication, allowing managers to uncover their future career goals.
Newbies
Newcomers to the organization, or 'newbies,' bring fresh perspectives and presumably have ample potential, or else they wouldn't have been hired. Given their novice status, they require substantial time and attention. However, it's crucial to note that no one remains a 'newbie' for longer than six months.
Time Wasters
Often dubbed the 'problem child' of the organization, time wasters are marginal performers at best. They bring a host of distractions to the workplace, distracting not only themselves but also co-workers and managers from meaningful work. Dealing with their constant need for attention and perpetual complaints can be a drain on managerial resources.
Lost Causes
Also known as deadwood, these are low performers with negative attitudes who consume more time than they contribute. Traditional coaching and training rarely yield positive results with these individuals, and you should consider ensuring these people leave the organization as quickly as possible.
What To Do
I would suggest that you find a way to spend most of your time focused on ‘stars,’ ‘rank-and-file’ (particularly the hot prospects) and ‘newbies.’ ‘Time wasters’ and ‘lost causes’ deserve no time unless it is spent helping them find another job outside your company.
There are many things you can do. Your greatest returns will come from holding regular check-ins, acknowledging and celebrating achievements, providing frequent performance feedback, offering training and learning opportunities, supporting their work-life balance, facilitating networking opportunities, and mentoring.
In essence, the key is to individualize your approach based on the needs and aspirations of each employee. Regular, open communication, combined with targeted support, keeps stars motivated, rank-and-file employees satisfied, and newbies on a trajectory toward success.
【中文版】
你的时间都花在哪里?
本理论认为，你把时间花在你能得到最大回报的地方。例如，成功的销售人员把时间和注意力集中在购买或将要购买他们最多产品的客户身上。
然而，当涉及到管理团队时，这一原则似乎发生了不同的转变。经理们似乎经常把更多的时间花在处理低绩效或边缘绩效的员工上，而不是培养那些能带来最大回报的员工。
那么，你应该如何明智地分配时间呢?让我们深入研究不同类别的工作者，并考虑每个人应该得到多少时间。
明星
球星是球队的核心资产——表现最好的球员，可以说是球队最大的资产。这些人占员工总数的10%左右，态度坚定，通常不为人所知，因为他们很少制造问题。然而，忽视他们的支持可能是危险的，因为竞争对手可能会抓住机会抢走他们。
中流砥柱
每个组织都需要它的主力——勤奋地低着头，表现出可靠和忠诚，完成要求的工作的普通员工。这些员工代表了大多数员工的最大比例，他们为组织的深度和稳定性做出了贡献。
美好前景
在普通员工中，工作努力、能力强的人是很有前途的，在鼓励和指导下，他们可能会晋升到最高层。通过定期的绩效管理和开放的沟通，管理者可以发现他们未来的职业目标，从而最好地识别这些新星。
新手
新加入公司的人，或者说“新人”，会带来新鲜的观点，而且可能有很大的潜力，否则他们不会被录用。鉴于他们的新手身份，他们需要大量的时间和精力。然而，重要的是要注意，没有人会成为“新手”超过6个月。
浪费时间
浪费时间的人通常被称为公司里的“问题员工”，他们最多只能算是边缘型员工。他们给工作场所带来了许多干扰，不仅让自己分心，也让同事和经理分心，无法从事有意义的工作。处理他们对关注的持续需求和没完没了的抱怨可能会消耗管理资源。
放弃的原因
这些人也被称为“朽木”，他们表现不佳，态度消极，消耗的时间比贡献的时间多。传统的指导和培训很少对这些人产生积极的效果，你应该考虑确保这些人尽快离开公司。
该怎么做
我建议你找到一种方法，把大部分时间花在“明星”、“中流砥柱”(尤其是热门的前景)和“新人”身上。“浪费时间的人”和“注定失败的人”不值得浪费时间，除非这些时间是用来帮助他们在你的公司之外再找一份工作的。
你可以做很多事情。你最大的回报将来自于定期检查，认可和庆祝成就，提供频繁的绩效反馈，提供培训和学习机会，支持他们的工作与生活平衡，促进社交机会，以及指导。
从本质上讲，关键是要根据每个员工的需求和愿望来个性化你的方法。定期、开放的沟通，加上有针对性的支持，可以让明星们保持动力，让普通员工感到满意，让新人走上成功的道路。
