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What Behaviors Are Associated With High-Performance Employees?

By Harvard Business Review
August 29, 2017

Too many managers avoid giving any kind of feedback. So in the absence of specifics, how do you know what they want you to work on?

performers.jpg

When individuals achieve goals on schedule and do everything possible to get results, managers are impressed. | kentoh/123RF Stock Image

Too many managers avoid giving any kind of feedback, regardless of whether it’s positive or negative. If you work for a boss who doesn’t provide feedback, it’s easy to feel rudderless.

Still, according to research, there are five behaviors managers most often associate with high performance. As you read through this list, think about how you stack up on each of these. You can try asking peers for feedback on these areas if you can’t get any input from your boss.

DELIVERING RESULTS: When individuals are able to achieve goals on schedule and do everything possible to get results, managers are impressed. Another critical component is that the quality of work meets high standards.

BEING A TRUSTED COLLABORATOR: Strong collaborators who are excellent communicators are given high performance ratings and held up as role models.

HAVING STRONG TECHNICAL AND PROFESSIONAL EXPERTISE: Some people come into an organization with fresh expertise but become obsolete over time. Technology changes quickly. Keeping up to date is essential.

TRANSLATING VISION AND STRATEGY INTO MEANINGFUL GOALS: The best performers understand the organizational strategy and are able to apply that understanding in their job to make a contribution.

MARKETING THEIR WORK WELL: Good work rarely speaks for itself. Managers are surrounded by hundreds of shiny objects seeking to grab their attention. Good work needs a little marketing.

 Copyright 2017 Harvard Business School Publishing Corp. Distributed by The New York Times Syndicate.

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