Hi Kevin, This piece sets a strong tone for what could be a deeply valuable series, which I am looking forward to reading.
These tips are all clear, practical, and honest.
What stood out the most for me was how you acknowledge that leadership isn’t just about being “people-focused” or “performance-driven”; it’ about holding both realities together. I imagine that many frameworks lean heavily on the business side. You've made space for focusing on how to help employees find the right tools to perform before finding an exit strategy (which I understand, although very difficult, is needed in some cases).
Great start to your performance framework! looking forward to reading about how leaders should be setting clear expectations for employees (I'm taking mental notes for when I have my own business one day)
I've always been good at leading, but it was through intuition rather than learned methods. I wish I could have given this article to my boss when I managed a local deli. I intuitively knew that it was my job to help them stay, or help them leave, but she wanted everyone to stay no matter what.
She would neglect our great employees, and so they often left, while she spent all her time on the ones who were clearly not a good fit. I was constantly frustrated by her approach. Your framework beautifully articulates the method I couldn't explain.
I also ran into the same dynamic years ago when I was in Christian ministry. This principle is so universal; it can be applied to many different arenas. You do an excellent job at putting these concepts into clear, usable frameworks!
Thank you Kristina. This approach is universal in any type of leadership, it been around for many years, in different forms, different labels.
The key insight in the piece, and your experience is a testimonial to it, is Companies, small businesses, spend to much time on poor performers. It may be our instincts to want to fix the people problem, but it does hurt in the end. And as you pointed out, you can lose solid performers.
But I can say from my experience having dealt with a number of terminations, it’s not a fun part of the job, a skill that needs to be developed.
Hi Kevin, This piece sets a strong tone for what could be a deeply valuable series, which I am looking forward to reading.
These tips are all clear, practical, and honest.
What stood out the most for me was how you acknowledge that leadership isn’t just about being “people-focused” or “performance-driven”; it’ about holding both realities together. I imagine that many frameworks lean heavily on the business side. You've made space for focusing on how to help employees find the right tools to perform before finding an exit strategy (which I understand, although very difficult, is needed in some cases).
Great start to your performance framework! looking forward to reading about how leaders should be setting clear expectations for employees (I'm taking mental notes for when I have my own business one day)
This is a fantastic piece, Kevin!
I've always been good at leading, but it was through intuition rather than learned methods. I wish I could have given this article to my boss when I managed a local deli. I intuitively knew that it was my job to help them stay, or help them leave, but she wanted everyone to stay no matter what.
She would neglect our great employees, and so they often left, while she spent all her time on the ones who were clearly not a good fit. I was constantly frustrated by her approach. Your framework beautifully articulates the method I couldn't explain.
I also ran into the same dynamic years ago when I was in Christian ministry. This principle is so universal; it can be applied to many different arenas. You do an excellent job at putting these concepts into clear, usable frameworks!
Thank you Kristina. This approach is universal in any type of leadership, it been around for many years, in different forms, different labels.
The key insight in the piece, and your experience is a testimonial to it, is Companies, small businesses, spend to much time on poor performers. It may be our instincts to want to fix the people problem, but it does hurt in the end. And as you pointed out, you can lose solid performers.
But I can say from my experience having dealt with a number of terminations, it’s not a fun part of the job, a skill that needs to be developed.
Thank you Layla, yes, none of us are perfect, and people need a chance to turn things around, and recognition when they’re getting results.