Leading High Performers Is there truly a talent shortage in the automotive industry today? Why do some dealerships consistently attract top-level talent while other dealerships have trouble finding even average people to staff their business? At Ethos Group, through decades of experience, we know there are fundamental differences between high-performing organizations and those performing at or below average in the industry. Building a high-performance culture starts with the leaders and the vision they create to attract the right people who can execute their plan at the highest level. Creating a culture that fosters the growth of high performers is a crucial component of taking any organization from simply competing to dominating their market. High performers have an uncanny ability to generate new business, create income, exceed sales goals, attract new clients, attract new employees, inspire their peers and thereby help the organization succeed. In the case of high performers, what separates them from their peers is the fact that they are self-motivated and have high levels of personal accountability. What high performers need most from leadership is to remove obstacles that decrease productivity, demotivate them and, when left unchecked, cause them to exit the organization. If your organization is serious about hiring and retaining the very best, here are five of the most common mistakes you need to avoid. 1. Unclear Vision and Values High performers want to be part of something bigger than themselves. They need to connect with the greater purpose of the organization and want to feel they have a personal connection to the company’s vision and core values. Leadership needs to provide high performers with a compelling vision of “why” they would want to work in the organization and how their work will contribute to the fulfillment of that vision. Most ambitious employees want to work for leaders and companies that have a strong vision of what they want to achieve and find value in the commitment to making it happen. When high performers fail to reach self-actualization due to a lack of vision, they will look elsewhere. 2. Promotions Based on Tenure, Not Performance Promoting an employee because they have “earned the opportunity” based on tenure and not results will kill your organization’s momentum and make the high performers question the leadership’s commitment to excellence. Your best employees will consistently deliver exceptional results, are self-motivated and, by nature, will challenge weak managers. High performers crave a culture where employees earn rewards, pay and promotions through measurable performance standards. They want a culture based on merit and will not stick around to work for managers who were promoted because of tenure and not performance. When an organizational culture rewards longevity and not results, By Nate Blevins Ethos Group 8 Illinois Automobile Dealer News
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