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There's no more common management pitfall than to spend most of your time with the weaker people in your organization,
leaving the strong to fend for themselves. Invariably, the company suffers. While the lackluster performers may improve marginally, the
people who could really deliver for you are deprived of the leadership they need. Problem is, it's often hard to avoid dealing with
stragglers, who-by definition need help. After all, if you don't do it, who will?
Well, maybe their more capable
peers, says Gary Blumenthal, president of Tinderbox International Inc., a franchisor of tobacco and gift stores, based in Los Angeles. He has
formed a group called " The Committee of 90," representing the company's solid performers. The members meet four times a year, discussing various
issues and sharing techniques they have tried in their stores. Then Bluementhal assigns them to visit other outlets, where they advise
franchisees with problems.
"It builds a feeling of co-responsibility," he says. "From their peers, the advice is both much less threatening and much more
embarrassing." |
