Stowaways don't demand much of your time and attention, but they should. They fly under the radar and try not to be noticed. They deliver the minimum amount of work required to keep their jobs. As soon as you identify a stowaway, it's time to give them additional attention.
- The passengers on your team are the ones who occupy…the lower right corner of the leadership matrix.…You don't put in a lot of time and energy into leading…these people, but you don't get much back…in the way of results.…One type of passenger is the stowaway.…Stowaways don't demand much in terms of your leadership…capital, but they should.…They fly under the radar, they try not to be noticed.…They deliver the bare minimum amount of work required…just to keep their jobs.…
It's easy for them to go unnoticed.…They don't cause trouble, they tend to keep a low profile.…And as soon as you identify a stowaway you're going…to need to give them additional attention.…There's some pretty easy ways to spot a stowaway.…It's difficult to identify any concrete results they deliver…or expertise they have.…They're not known as a go-to resource, for anything.…They need prompting to contribute.…They've been in the same role for a long time.…They're not proactive at all, they only deliver things…when they're specifically asked for them.…
- 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.