What High Performers Want
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- Опубліковано 29 сер 2024
- Decades after the "War for Talent," most organizations finally discovered the truth. Despite spending ever-increasing amounts of money on high performers, high performers weren’t really in it for the money.
In this episode, we’ll outline some of the lessons learned about what actually attracts high performers to work on a team-and what keeps them engaged once they’re on board.
They want to be heard
They want to work with peers
They want to be developed
They want to one praised
When you look at these four desires of high performers, you start to see why the compensation strategy fell apart during the war for talent. Compensation might seem like appreciation for a job well done, but it’s insufficient as a motivator. As leadership expert Roger Martin is fond of saying “People want to feel special more than they want to feel compensated.”
In addition, autonomy, growth, and a team of peers makes a job much more meaningful. And when you can create a work environment that provides those three elements, you’ll create an environment that helps everyone-not just high performers-do their best work ever.
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//ABOUT DAVID
One of the world’s leading business thinkers, David Burkus’ forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever.
He is the best-selling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world’s top business thought leaders by Thinkers50. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He’s worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy.
A former business school professor, Burkus holds a master’s degree in organizational psychology from the University of Oklahoma, and a doctorate in strategic leadership from Regent University.
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Dave, this was exactly what I was waiting to hear. Now I know why I left my last job in May of last year...too little in the way of having my opinions taken seriously. It is ALWAYS nice to be taken seriously - not for granted!
So glad to hear it helped. Thanks so much Lisa!
Team of equals or greater! everyone wants to be inspired and not deal with weak individuals that arent willing to put the work in
Totally. And at least if they're less talented...they still put in the work of getting better. Thanks Jonathan!
Thank you! I realized what was wrong with me. I am a high performer.😃
Ha! Could be.
Excellent video as always! The war for talent unfortunately resulted in unhealthy competition, distrust, and rather toxic environments. Compensation alone turned out to be a terrible business model. I’d say the tips in your video are vital to retaining top talent.
Yeah. Totally. We didn’t even cover how toxic that ultra competitiveness can be. Maybe a topic for another video. Thanks so much!
@@DavidBurkus I like the focus on the positives of what to do in this video. But knowing the consequences of what can happen when you focus on the wrong thing can be helpful too. 🤔🧐😎
I am learning so much from these little gems if wisdom! Great videos
@@TheThinkingMathematician Thanks so much. I'm curious...do you watch these and the shorts or just these?
Perfectly put
Thanks!
But for some reason top talent usually leave organizations for more money elsewhere
That's why they SAY they leave in exit interviews. But not often what they say when they truly believe they're responses are anonymous.
I’ve found this very insightful. Thanks
Thanks so much!
Agree great video
Thanks so much!
✔️
Thanks!
Part of the problem is that my workplace defines top performers in terms of billable units they bring in. I've had clients transferred to me and the service plan their previous case manager wrote was almost a word salad. A goal would have four sentences strung together that had nothing to do with each other. Goals weren't being achieved over a period of YEARS. But... Did you spend lots of billable time with the client? Good enough!
That's so short sighted. If we were motivated by meeting quotas we'd go work at Ashley Homestores and get bonuses for selling more sofas. People go into human services because they want to serve their fellow humans.
We're set a quota of 100 billable units per week. I nearly always exceed my 100 units. Last week I got 127. But I never ask myself "Am I getting enough billable units?" I ask, "Are my clients' needs being met?" So if Susan needs help organizing her desk, I might spend 15 billable units with her organizing her desk. If Bob just needs me to help him fill out his Rent Rebate application and that takes ten minutes, I might spend a minute or two before or after just greeting and saying goodbye, but I don't linger after the application is filled out just to get 4 billable units rather than just 1. Focus on the quality and the quantity will follow. Focus on quantity and that's pretty much all you'll get.
Yeah. We’ve seen similar things in places like call centers….if you bonus people for how quickly they solve problems…they try to get customers off the phone faster. There’s a whole line of research around it. “On the folly of hoping for A while rewarding B.”
Your scenario describes health care in a nutshell! Our patients are billable units and their needs aren't always being met. 😖
Spot on!!!!!!!!!!
Thanks so much!