Willingness

With a diverse background spanning multiple continents and sectors. Over the years, I have worked in the tech industry for Amazon in the United States and various companies in Australia, including organizations of varying sizes. My journey began in South Africa, where I honed my skills as a Network Engineer at Thomson Reuters and started my career at Telkom.

Throughout my career, I have not only focused on producing high-quality software but also on adding value, catalyzing transformations, and making a lasting impact. I believe that success is not solely about the code we write but also about the relationships we build, the strategic direction we set, and the prudent management of resources. 

Now, I am eager to share my knowledge and experiences with aspiring leaders in the tech world. I aim to offer valuable insights, tools, and stories that can guide others on their leadership journey. I have mentored many individuals throughout my career and seen the positive impact that effective leadership can have on individuals and organizations. I want to empower others to make their mark in the tech industry and create a lasting legacy of success.

Where do I spend the most time as a manager regarding team member's performance and development? While many might assume that I primarily focus on the bottom two quadrants, dealing with employees who need motivation or may need to transition out of their roles, my emphasis is on the top two quadrants—the high performers and the untrained.

Let's delve into each quadrant:

CAN + WILL (High Performers):

   These individuals can thrive independently, but even high performers need recognition and motivation to maintain their productivity. They require words of praise, leadership opportunities to inspire the team, and celebrations of their contributions to the organizational culture.

CAN'T but WILL (Untrained):

   We often find new hires or motivated individuals needing more skills in this quadrant. They are eager to learn but require coaching, mentorship, regular check-ins, and a structured onboarding process. Investing time in their training can result in loyal, skilled employees contributing significantly in the long run.

CAN but WON'T (Unmotivated):

   These team members may have been in the same role for a while and lost interest, potentially negatively impacting the team's culture. To rekindle their motivation, they need new projects that pique their interest, clear performance goals, and an action plan for performance improvement.

CAN'T + WON'T (Need to Exit):

   This is the most challenging category, where employees need the necessary skills and the motivation to acquire them. They require clear expectations for their role, honest feedback about where they fall short, and a well-defined action plan, which may include transitioning to a different role or exiting the organization.

As a manager, I allocate significant time and attention to these top two quadrants because nurturing high performers and transforming untrained individuals into valuable assets can lead to long-term success for the team and the organization.

The emphasis on the top two quadrants stems from the realization that these areas often hold the greatest potential for growth and positive impact within a team. Here's an exploration of why this approach makes sense:

Focusing on the High Performers and the Untrained:

High Performers (CAN + WILL):

   These individuals are already delivering outstanding results. However, continuous recognition and leadership opportunities are necessary for even the most motivated employees to become disengaged. Neglecting to celebrate their achievements can lead to a decline in their motivation, potentially causing them to seek opportunities elsewhere. 

   Core Values - Empowerment and Recognition:

   One way to address this issue is to empower high performers by entrusting them with leadership responsibilities. By recognizing their contributions and celebrating their impact on the team's culture, you can keep them engaged and motivated, ensuring their continued success within the organization.

   I had a high-performing software engineer who consistently exceeded expectations at a previous organization. To keep them motivated, I not only praised their work but also involved them in mentoring junior team members. This not only benefited the individual but also contributed to the growth of the entire team.

Untrained (CAN'T but WILL):

   New hires and motivated team members who need more skills represent an untapped resource. While they may only possess some of the required competencies initially, investing time and resources in their development can yield significant long-term benefits. Neglecting to provide proper training and support can result in missed opportunities to harness their enthusiasm and potential.

   Core Values - Growth and Support:

   Creating a supportive environment where untrained individuals can learn and grow is essential to address this challenge. Coaching, mentorship, regular check-ins, and a structured onboarding process can help them acquire the necessary skills, ultimately turning them into valuable contributors.

I had a junior developer who enthusiastically joined the team but needed to gain experience in a critical technology stack. By providing dedicated mentorship and opportunities for hands-on learning, we transformed this individual into a proficient developer who made significant contributions to our projects.

By focusing on these top two quadrants, I aim to harness the existing potential within the team and guide them towards even greater success while addressing any underlying issues that may hinder their growth.

Additional References:

"Leaders Eat Last" by Simon Sinek:

   In his book, Sinek explores the importance of leadership in creating a thriving organizational culture. He emphasizes the need for leaders to prioritize the well-being and development of their team members, fostering an environment where high performers can flourish and untrained individuals can grow.

"Drive: The Surprising Truth About What Motivates Us" by Daniel H. Pink:

   Pink's book delves into the science of motivation and explores what drives individuals to excel. He argues that intrinsic motivation, which includes autonomy, mastery, and purpose, plays a significant role in motivating high performers and transforming untrained individuals.

While the approach of spending significant time on the top two quadrants may differ from conventional wisdom, it aligns with my core values of empowerment, recognition, growth, and support. By investing in high performers and untrained individuals, we can unlock their potential, drive long-term success, and create a positive impact within the team and the organization. There are various ways to approach leadership, and I encourage exploring different tools and approaches to find what works best for your unique situation.

• Deon