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When you coach employees to improve their performance and maximize their productivity, how do you do it? If you’re like most bosses, you identify their strengths and weaknesses, focusing in on the areas where changing their approach could create better results. There’s only one problem with this approach–it just doesn’t work.
That insight comes from Gallup’s chairman Jim Clifton and chief scientist, workplace Jim Harter in their new book Culture Shock. “This approach fails to improve performance,” the write. “Just 19 percent of employees strongly agree that how they are managed motivates them to do outstanding work.”
Blame the wiring of the human brain, they write, which tends to focus on the negative. That tendency influences the way most leaders give feedback, targeting “opportunities for improvement.” While they may acknowledge strengths or performance improvements along the way, traditional management practices “rate and rank” employees, focusing on helping them improve in areas where they are weak.
Unfortunately, while the boss’s brain is wired to focus on the negative, the employee’s brain is wired to crave approval and praise. The result is a bad mismatch. “Constant criticism makes it nearly impossible for a manager and employee to build a healthy relationship,” Clifton and Harter write. That’s never good.
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