The Harsh Realities Of The 80/20 Rule
Key takeaways
- Early in my management career, I ignored this truth.
- Instead, I wasted endless hours and burned myself out.
- He said, “Paul, you already know who your bottom performers are.
Early in my management career, I ignored this truth. Instead, I spent my time trying to “save” the bottom 80 percent.
I thought my job as a manager was to “fix” them. Instead, I wasted endless hours and burned myself out. Meanwhile, I unwittingly ignored my Top 20 Percent People, leaving them feeling unseen and unappreciated.
My regional manager finally set me straight. He said, “Paul, you already know who your bottom performers are. Yes, give them some time and direction to course correct, but it has to have a limit. Then you let them deal with the consequences. Your job is to focus on your top performers, the ones who are actually adding value.”That conversation changed the way I led. I started focusing my energy where it mattered most: on the people who were contributing, growing, and eager to improve. That’s where impact could compound the most.