Published by:
Harvard Business Publishing
Length: 4 pages
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Abstract
As a leader, you have a core responsibility to help your direct reports realize their potential. But you also have only so much time, energy, and budget. So how do you allocate these limited resources among employees to elicit the best performance from each person - and, thus, deliver the best performance for your organization? If you believe that some differential treatment among employees is required, how will you see that it manifests itself in a way that allows you to get the best results for your unit or company? Most important, how will you avoid alienating those employees who don''t get the plum assignments and rewards? Read the proven practices that theorists and business leaders alike follow to see improved organizational performance.
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Abstract
As a leader, you have a core responsibility to help your direct reports realize their potential. But you also have only so much time, energy, and budget. So how do you allocate these limited resources among employees to elicit the best performance from each person - and, thus, deliver the best performance for your organization? If you believe that some differential treatment among employees is required, how will you see that it manifests itself in a way that allows you to get the best results for your unit or company? Most important, how will you avoid alienating those employees who don''t get the plum assignments and rewards? Read the proven practices that theorists and business leaders alike follow to see improved organizational performance.