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[quote=Anonymous][quote=Anonymous][quote=Anonymous]
Honest answer: you look at the mean.

I'm exceptionally fast and good at pulling together presentations - people often crack jokes during meetings that "it'll probably be done before we leave the room since xXXxX is here". I'm fast and good at it because I cut my teeth in consulting whereas most of my peers never set foot outside this firm. I recognize that, so when I task my team with stuff I look at how other managers task and expect results.

The non performers are easy to spot: do they routinely miss deadlines? Is feedback ignored? Is there work full of mathematical or other errors that should have been caught? Do they not communicate issues? Are you left surprised in meetings for things they should have told you about? If you've coached them, do you see progress?

Part of being a high performer is also learning to let go: it's tempting to do it all when you know it'll take you half the time of someone on your team. The problem is that leads to no leverage - and actually makes you look like a worse manager because you can't effectively delegate and manage. Learn that people will do some things better - or worse - or differently - and all those things are Ok. 
[/quote]

You cannot rise up to senior management with big teams if you have to be able to do everybody's job.[/quote]

How have you gotten away from this? [/quote]

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