What's the real difference between the top performers in your command
and those in the middle of the pack? Are performance evaluations grounded
in fair, clinically objective criteria or dominated by subjective
factors? The truth is almost certainly both. In fact, it's quite common
for managers to develop a "gut feel" about subordinates and then back-in
the performance report to reflect this opinion. Clearly, how our bosses
view us is often the single greatest factor in career advancement.
The good news is that each of us has the opportunity to materially
impact this perception to great professional advantage.
In most cases, top performers bring a portfolio of skills and attributes
to bear in the performance of their jobs. Based on an informal poll
of senior military and corporate executives, the top 5 most frequently
cited descriptors of excellent performers were: "exceeds expectations,"
"solid communicator," "great manager," "contagious enthusiasm," and
"trusted and honest." Although terribly unscientific, this brief list
may provide an opportunity for introspection and, potentially, a useful
lens for thinking about how your boss may view you.
Sets and exceeds expectations. By far, the most frequently
mentioned measures of achievement are successful outcomes and exceeded
expectations. Can you get the job done? Does your boss count on you
to take guidance, ask appropriate clarifying questions, shape the
objective, and execute the plan? In many cases, setting and exceeding
your boss's expectations are even more important than the final outcome.
Often, a manager's perception of success or failure is determined
by the difference between actual outcomes and expectations. Surprisingly,
most senior leaders claim to only have a few "go-to" people that they
can consistently rely upon to get the job done. You should be one
of these people.
Solid communicator. Are you a good presenter, speaker and writer?
The ability to make thoughtful and persuasive arguments, manage expectations,
and coordinate assets and resources is a prerequisite for success.
Great communicators are also adept at managing up and down the chain
of command - effectively articulating expectations and clarifying
guidance. Notably, good communication, perhaps more than any other
single factor, can favorably impact outcomes.
Great manager. Are you good at selecting, empowering and leading
team members? The ability to build, manage and motivate a great team
is probably the most consistently articulated characteristics of a
successful leader. Although not immediately obvious in a military
context, building a great team starts with the identification, screening
and hiring of great people - people who fit and who are organized
to get the job done. Best practice leaders identify and nurture the
individual talents of team members -focusing them on areas that leverage
their comparative advantage and compensate for weaknesses.
Contagious enthusiasm. Do you approach your job with enthusiasm
and a commitment to the organization and team? Do you have a dogged
determination to drive to a conclusion? Taking initiative is the surest
way to signal your desire for advancement and inspire confidence in
your ability to assume additional responsibility. Managers want people
on their team who eagerly take on challenges and exhibit the kind
of energy that inspires others to follow. Having to wage a regular
battle to motivate a team member gets old quickly - and rarely leads
to high marks for anyone.
Trusted & honest. Can you be trusted to do the right thing?
Period.
Each of us brings different levels of each of these traits. In interviews
with leaders who offered perspectives for this article, each cautioned
that their best people brought a balanced portfolio of skills. Although
extraordinary performance in one or more characteristics is acceptable
(perhaps even preferred), top performers generally meet a minimum
threshold in each. Of the five, anecdotal evidence would indicate
that superior communications, exceeding expectations, and enthusiasm
are the three most important indicators of success - all the others
(and many more) are simply subsets of the big 3. Frankly, those who
can get the job done, communicate effectively, and do it with energy
and enthusiasm are destined for great things - peers like them, managers
rely on them, and subordinates learn from them.
The ability to view yourself and your performance through the eyes
of your boss is a critical part of career development. In one's career,
perception is reality - and it should be actively and thoughtfully
managed.
Christopher Michel is CEO of Military.com, the nation's
largest military membership organization. Military.com
connects over 3 million members to the lifelong
benefits of military service. Members trust Military.com
for career, education and financial services. Prior
to founding Military.com, Chris served as a Naval
Flight Officer in the United States Navy. While
on active duty, Chris flew as a P-3 Navigator, Tactical
Coordinator and Mission Commander in support of
maritime interdiction operations in the Red Sea,
NATO enforcement operations in the Adriatic, and
counter-narcotics missions in Central America. Following
his operational tour, Chris worked in the Pentagon
as Aide to the Chief of the Naval Reserve. He holds
degrees from the University of Illinois and Harvard
Business School.
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