Developing stowaways requires you to invest additional time and energy in monitoring their activities and holding them accountable for delivering better results. You can then pull back on the amount of time and energy you have to invest in monitoring their performance.
- Your stowaways occupy that lower right…corner of the Leadership Matrix.…You're not putting in a lot of time…and energy into them but you're getting…nothing back in terms of results.…Developing stowaways requires you…to invest more time and energy…into monitoring their activities,…and holding them more accountable for their results.…This may feel like micromanagement at first.…It may feel like it's consuming a lot of your time…but as their performance improves,…you'll get better results and eventually,…you can pull back on the amount of time…and energy you invest in monitoring this person.…
Your goal with stowaways is to engage them,…objectively assess their results,…set clear performance expectations, and hold them to them.…Have more frequent, structured check-ins…to monitor their performance.…I had one stowaway on my team…that I didn't notice for a long time.…I worked at the corporate headquarters.…He was always out visiting our branch…locations around the country.…I thought he was doing great work.…At the end of the year, I checked…
- Recognize the Leadership Matrix and four ways to assess a team member's results.
- Classify performance patterns into the four quadrants of the leadership matrix.
- Select appropriate performance improvement techniques for eight performance patterns.
- Name the eight common performance patterns and recall how to identify them.
- Describe different ways to lead and motivate associates within the eight different performance patterns.
- Recognize the three major time allocation pitfalls that leaders face.