Boosting Meritocracy: Strategies for Leading Teams with Positive Discrimination
If we want to attract and retain talent in our teams, we must invest our efforts and time in them through a series of daily actions.
Broadly speaking, we are familiar with two major types of worker profiles:
There are highly committed, proactive, participative, innovative, and high-potential profiles that bring significant value to the team, and therefore, it's logical to generate some meritocracy towards them.
On the other hand, we also recognize reactive, unengaged profiles that have no interest in actively and proactively participating in the team, who don't know how to work with their colleagues, and when they do, things often end badly. They are known for their constant complaints, and it's logical to find little recognition and dedication towards them.
Considering these two major groups of workers, how can we strengthen positive discrimination towards those members who stand out for their ability and dedication? Those for whom it's worth fighting for in end-of-year budget and objective meetings? Those to whom we should dedicate our time, contributing to their development?
Here are some interesting strategies to implement, supported by recognized experts in the field of leadership and talent management:
1. Visibility: Provide opportunities for them to stand out in front of other departments and stakeholders, leading important meetings and presenting results. As Simon Sinek says in "Start with Why," demonstrating that confidence in Talent can enhance the company's culture.
2. Recognition: It's essential to publicly and privately acknowledge their achievements and contributions, ensuring them that their effort and dedication do not go unnoticed ("First, Break All the Rules" by Marcus Buckingham).
3. Career advancement: Aligning with Carol Dweck's research on Growth Mindset, actively support the growth and professional development of talents, even if this, much to our regret, involves helping them find new opportunities outside our team and praising their qualities when they ask for references for another job, no matter how much it hurts to see them go.
4. Work-life balance: In line with Brene Brown's ideas in her book "Dare to Lead," ensure they have time to enjoy their personal life and activities outside of work, promoting a healthy and balanced work environment. How? Organize workflows, ensure they leave on time, and make deadlines flexible. According to Brown, that's also effective leadership, not just meeting objectives.
5. Personal life: Take an interest in the person working with you, get to know them, ask about their family and loved ones, their hobbies, their passions. Share what you have in common, so you can talk about something other than work. This point is based on Stephen Covey's book, "The 7 Habits of Highly Effective People," where he suggests that leaders should see their employees as whole individuals, not just workers.
6. Rest time: Make sure they take breaks and that these breaks are of quality. Ensure they don't have coffee alone and at odd hours, that they don't eat alone, that they don't eat quickly or use lunchtime to work. Encourage small relaxation and disconnection times within the company.
7. Training and development: According to Daniel Pink's suggestions in his book "Drive: The Surprising Truth About What Motivates Us," provide time and opportunities for continuous training and development so they can expand their skills and knowledge, whether through online university or training programs.
8. Constructive feedback: Following Patrick Lencioni's recommendations in his book "The Five Dysfunctions of a Team," offer regular and constructive feedback to help collaborators improve both their performance and their confidence and commitment to the position and the organization.
9. On-the-job training: Dedicate some of your time to teach and explain what you already know and they don't master at their level. If you don't have time, have them shadow you to see how it's done and learn.
10. Promotion of potential: Inspired by Amy Edmondson's ideas on psychological safety in organizations, we must allow such potential to innovate, make mistakes, learn, and grow, promoting an environment where innovation and creativity are valued and rewarded.
If we are able to implement these measures, we will be leaders who contribute to the creation of a work environment where meritocracy prevails over mediocrity, and we can aspire to turn our team into a true Talent Paradise, where each individual flourishes and contributes to collective success.