Had to smile when I saw the 5 (yes, only 5) elements.

The research is more than borne out in practice. I’ve watched two managers who were “on their way up” get derailed because of their vocal unwillingness to do numbers 2 and 3. Their stated reason? “We pay these people a lot of money. I don’t have time to coddle them by telling them they did a good job. They get paid to do a good job and they’re still here. What else do they need to know?

a. One of the managers is no longer a manager.

b. The other is no longer employed.

The lesson: If there are only five things you need to do create and sustain high performance, it might be a good idea to do them.

As for recognizing good in lower performers or offering positive feedback, I fundamentally believe this can and should be done. It is not these actions in and of themselves that may lead to challenges, but as you noted, it is the communication of such information that could achieve the job it needs to do or worsen the situation. So, that is why I am so focused on communication skills – clear, concise, unambiguous communication. Easily said, not nearly as easily provided … consistently!

So, once again, as you note, hiring right is easier than hiring wrong and either fixing or scrapping and starting over. Take good care in making sure each and every hire is the right fit for the opportunity at hand.

A concern I have is when you look in that “mirror” and see not only yourself – and your team… Are there people in the “mirror” (on your team) that should not be there?

I think a lot of really good books, blogs, etc provide excellent advice while making the “base assumption” that all the right people are on the “bus”. That is usually not the case at all.

A valid argument may be made that “low performers” should not be on the “bus” and should be helped to improve or leave. However… Reality suggests that it takes time to do so – sometimes months or years.

In fact, some of the very good advice you offer may create additional challenges… For example – Recognizing good performance in a low performer may actually create more poor performance if not communicated carefully and correctly. Positive feedback may create a perception that all is well when in fact all is not well – performance-wise.

Of course the best way to avoid this type of problem is to hire the right person in the first place and hold them accountable… Both can be challenging managerial opportunities…