Separating Self-Promoters from High Achievers

Ever had a coworker take credit for your ideas in a team meeting? You’re not alone. This behavior can be frustrating for hard-working staff who deserve recognition. Managers also find it a challenge since they need objective information to tell the difference between self-promoters and true achievers when making decisions about promotion and advancement.

The importance of feedback

Managers who incorporate ongoing performance feedback will find that regular one-on-one meetings with their employees enhance productivity and their abilities to shine. In this setting, team members self-select how to stretch and grow (in collaboration with their manager), ask for help, and get the support they need, without the pressure of the group setting.

Along the way, this promotes trust between employees and managers, and reassures managers’ confidence that the team members are setting achievable goals, and getting everything they need to fulfill them. As an added bonus, managers will find this ongoing process to be more efficient in terms of providing support to direct reports, as reported by Deloitte in 2015.

Base promotions on data

Once goals are set, and the ongoing performance feedback system is working smoothly, executives will find that they have all the data they need to identify high-performers within the team. Within a platform that captures and measures team progress and regular updates toward goals, managers and executives can quickly see who is on track, and who is falling behind. When used properly, the data quickly clarifies the distinction between the self-promoters and true achievers. This allows the executive to make clear decisions about staff performance, role allocation and contribution to the organization’s success.

Through the process of collecting and giving ongoing feedback, managers will find their workflow simplified and the essential data at their fingertips. When managers have the data they need to make even-handed decisions about assignments and achievement, high-performers stand out, and it’s easy to see who may need to be re-assigned or provided with additional support.

Once a regular performance check-in system is in place, self-promoters know their behavior will not be rewarded, and they may redirect their efforts to actual deliverables. So perhaps one day, you won’t have to fear others taking credit for your ideas.