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How to split your management time between top performers and weak producers?

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What is the best use of an construction executive's time when managing subordinates? Most construction executives spend the bulk of their people management time dealing with issues concerning their weakest performers. The best strategy is to reverse the trend and give the weakest producers the least amount of time. Focus 60% of your time on top performers giving them the freedom and support they need, and asking what more you can do to help make them more productive. Focus 20% of your time on training and developing rising stars Focus 10% of your time on steady producers keeping them focused and satisfied. Focus 5% of your time on non-performers by removing them, or retraining them. Focus 5% of your time on construction interviewing new talent to replace non-performers.


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