[MUSIC] Hello. And once again, welcome. In this segment, I'll introduce what I call the employee performance continuum. In my experience, we typically have three types of performers at any given time on our team, the ascender, the consistent performer, and the poor performer. These are the types of people who make up this continuum, which we'll begin talking about in this lesson segment. Now if you don't manage people right now, I just want you to kind of think about people that you currently or previously have worked with as we talk about these different types of employees. All right, let's begin. What we're really talking about here are three types of performers on any team and I want to kind of think about what that means, that we always have different types of performers. So everybody that starts in a position starts off at the same place. And then we kind of cruise along in this flat line. But eventually, we start to see that we have some employees who ascend. They move up. They want to promote. We have some employees who stay sort of flat line, they don't really want to promote, but they're interested in their job. They like what they do. And then we have people who don't stay flat and they go down. And what do we do with those? Their performance dips. So each one of these types of performers requires a different type of coaching. And we talked about it in our previous course, that sometimes we are doing tactical accountability conversations. And sometimes we're doing developmental accountability conversations. And we're also using coaching algebra to really diagnose what someone needs. So if someone on your team is wanting to move up. They really, really want to move up. We're going to talk about that in the next video, and what do they need? What do they require as it relates to coaching and the tools to help them do that? Now, one of the things I want to say about this and this is been more common conversation that I've had with clients recently is a lot of managers get really irritated [LAUGH] with employees who want to get promoted, and I know that sounds a little funny, but I heard this a lot lately. I think a lot of times managers think that the employee hasn't done enough yet, to sort of justify being promoted. So we have, I think, a lot more employees who asked to get raises than maybe we used to have. They ask to be promoted, they ask to move into a new position, and a lot of managers think that's inappropriate, and they shouldn't be doing that. I think it's a really good problem to have. To have anybody who wants to promote, that's a good thing. That's someone who's invested, who's eager. I think if we're seeing too many people who are asking for promotions or a raise who aren't ready, then we have to really evaluate what's going on the team and also really evaluate from a coaching perspective. Do we have clearly established expectations? Do we have rigorous coaching available? Do people believe they're getting developed? And are we giving people really good feedback? You know often times people expect to be promoted and that's because no one's ever told them they're not ready. You know, we sort of think they should just know that. You think about it, we all think we're doing a good job, but here's stuff that you really need to develop. Here's stuff that you could continue to grow on. These are things we want to let people know. So we're going to talk about that in our next video. We're going to talk about, what to do with these people, these ascending folks. But then we also have our consistent performer, the one who just stays on the line, who always just performs. They also have specific needs. These are really my favorite kinds of employees. These are the people who just get it done, right? They're focused. We love a consistent performer. We love a person who stays with the organization, stays in the same job, because they love it and they want to continue to do it. And then we have those folks who drop below the line, who don't perform. And unfortunately for every manager, you're going to have to manage this type of employee. And there gets to be a point when we break off from our coaching relationship and we really just start to manage. And so, in that video we're going to really, really look at that employee, really talk about how to do that. So in summary of the employee performance continuum, we want to remember there's three kinds of employees and three kinds of performance. We have employees that are ascending, who are moving forward. They want to get promoted, they want to grow in the organization, and they're showing a lot of interest and promise to do so. We have sort of our average performer our consistent performer, the person that wants to continue to do well, loves their job, loves the people they work with, doesn't want to get promoted, but is really extremely important to the organization. And lastly we have the poor performer, someone whose performance is dropping off, who is not demonstrating the same kind of interest in doing well, and how do we coach and manage those employees? So these are all the three elements, the three kinds of employees that we're going to run into. And really evaluating how we manage and coach them, so we can be the most productive in those relationships and really maximize each employee, as they're a part of the team.
