https://www.forbes.com/sites/markmurphy/2024/09/27/how-to-break-out-of-middle-performer-and-get-recognized/
How To Break Out Of The Middle And Get Recognized As A High Performer
Feeling stuck in your current role as a middle performer? Lots of employees find themselves in this position, often under-recognized for their full potential. However, with a strategic approach and the right mindset, you can transition to high-performance status and redefine your career trajectory.
Recognize the Potential Within
The belief that middle performers have peaked in their potential is not only widespread but also deeply flawed. Research indicates that most middle performers have the inherent talent needed to ascend to high-performer status. This means you likely have untapped capabilities waiting to be developed.
Unfortunately, a recent Leadership IQ study found that only 26% of leaders think they’re highly adept at developing middle performers into high performers. In other words, you’re probably going to have to exert some effort and advocate for yourself.
Transform Good Work into Great Work
Identifying what differentiates good from great work is a powerful technique to elevate your performance. For example, if high performers are proactive while middle performers are passive, focus on behaviors that reflect proactivity. Good work might involve supporting initiatives, while great work includes encouraging others to do the same and leading by example.
Start by asking your manager to identify three to five key attributes that distinguish the high performers in your company. This could include traits like proactivity, teamwork, or empathy. Once these attributes are defined, set specific, actionable goals to develop each skill. Regularly engage with your manager to track your progress and refine your approach based on their feedback, ensuring your efforts align closely with the standards of high performance in your organization.
Ask Your Boss This Question
Regular one-on-one discussions with your manager about your work can be transformative. These conversations should highlight the differences between good and great work, offering specific examples of how you can enhance your performance.
One great question to ask your boss is: “If you were me, what would you choose to work on?” It’s a low-pressure question, so they don’t feel put on the spot, and the feedback is typically highly specific.
Spend More Time With Your Manager
The previous techniques will give you extra time with your boss, and that’s an essential step. Not only will it give you increased visibility, but it will significantly boost your satisfaction and engagement. A study on the optimal hours to spend with your boss revealed that people who spend 6 hours per week interacting with their leader are 29% more inspired than people who only spend one hour per week.
Leverage Internal Mobility
Explore new roles within your organization that might better align with your strengths and interests. Many companies offer internal mobility programs that allow you to transition to different positions, often unlocking your full potential in the process.
A study on career growth discovered that only 19% of employees feel like their daily work is bringing them closer to their long-term career goals. There’s a chance that you might have to find a different role that more closely aligns with your career goals.
Advocate for Your Development
If the benefits of becoming a high performer seem unclear, advocate for incentives that are meaningful to you, such as training opportunities or projects that align with your personal values. Ensuring your achievements are recognized can also motivate you to sustain high performance.
Create a Personalized Growth Plan
Work with your manager to craft a growth plan that includes specific skills development, experiences to gain, and milestones to achieve. Review the plan regularly to stay on track toward becoming a high performer.
Embrace Change and Lead Others
Embrace change initiatives and go beyond mere participation by leading your peers toward embracing new directions. Great performers don’t just adapt; they inspire adaptation in others. This can be achieved by redirecting team conversations positively and encouraging a collective focus on solutions.
Mark Murphy is a New York Times bestselling author and his books include Hiring For Attitude, Hundred Percenters, and Managing Narcissists, Blamers, Dramatics & More. He’s been writing about leadership, hiring and employee engagement for Forbes since 2014. Murphy is the founder of LeadershipIQ.com, and he’s covered "Why HR Gets Wrongly Blamed For Management Problems," "Why It's Hard To Transition From Doing To Leading," and "This Is Better Than The STAR Method For Answering Interview Questions." Some of his well-known research studies include “Why CEOs Get Fired, “Are SMART Goals Dumb?,” and “Don’t Expect Layoff Survivors To Be Grateful.” Follow Murphy for continued coverage of leadership techniques, acing job interviews, and creating engaged workplaces.
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