Becoming a coaching-style manager is one of the best ways to get the best work from the best people and retain them in the process. Team members need to know that their manager care about their work; know their goals; deliver clear, direct, honest feedback; hold them accountable every step of the way; and reward them for their performance. This doesn't mean that the manager acts as their therapist or personal coach. It means that the manager is a performance coach whose job is to help everyone become a high performer.

Coaching-style managers know that one-size-fits-all incentives are out and customized incentives are in. They learn how to drive high performance through negotiation, rather than just relying on "being the boss." How? By discovering each employee's unique needs and wants-whether it's a choice assignment, a training opportunity, a Thursday afternoon off, a gift certificate to a restaurant, or a one-time bonus for exceptional work-and using those incentives to drive and reward the best performances.

Obviously, the manager can't give everything to everybody, but they can try to do as much as they can for every high performer. And that's the main key: The prerequisite for recognition and reward is high performance. Of course, the manager's offering coaching, support, and training to the lower and mediocre performers, pushing them toward optimal performance. But the manager must also have to be wise enough to know when to let go of un-coachable players; when it becomes obvious that they can't or won't play on an optimally performing team, keeping them is a disservice to everyone, the team, and the organization.

How does the manager go about customizing incentives? First, he has to find out what can be offered. What are the bargaining chips the organization has readily available above and beyond basic salary and benefits? What are those incentives team members know are there for the taking in return for their meeting ambitious goals and deadlines, maximizing their strengths and contributions to the team, and taking accountability for their high performance? If its not known what's on the table, ask the facility's human resources department.

Secondly, listen closely to what team members tell is important to them, with the understanding that what motivates them this month may not next month. That's why the manager must be ready to engage in ongoing negotiations to keep the drive toward high performance alive. If there are team members who are quiet or shy, set aside one of your 10-minute meetings for a discussion of what can be done to reward and drive their performance. Make a note so that it can be remembered what's important to each person.

The impact on retention? When people feel listened to and seen as individuals with specific needs and wants, when they perceive that their manager not only expects high performance, but rewards them in personally meaningful ways, it enhances that sense of creating the ideal professional opportunity. Not only can they optimally use their strengths, talents, and skills every day but also they're recognized and rewarded in the process.

The manager has to be realistic, but optimistic

Focus on results!

Successful managers consistently achieve improvements within their department, often based on feedback from others. Solve problems. Problem solving is a key component to establishing credibility with staff members. These managers continually seek input on what needs improvement, and then they set out to actually affect changes on identified issues. Although major system problems take longer to resolve, managers continue to give staff feedback regarding corrective actions. As a result, staff members feel like they're moving ahead. People know they've been heard when the problem is solved.

Taking action quickly is crucial. Delay will kill the manager's reputation and credibility. If staff members bring something forward or you see something wrong, take care of it right away. Empower and involve staff. One of the most influential ways these managers get results is by empowering and involving their staff members. Many of their stories involve exquisite examples of staff involvement, participation, and high levels of autonomy and decision-making. Examples include the use of unit council structure, support for committee involvement, and delegation of responsibility for specific tasks. When employees feel empowered, there is the certain sense of job satisfaction derived from it and that inevitable increases their attachment to the organization.