Focus on This, Not That

About the Author

Kimberly Devlin is an unwavering pragmatist who believes theory is overrated and that time should have an ROI. She has discovered ways to transform information overload and time crunch into innovative and actionable systems that improve productivity and get results. Kimberly is a sharp and engaging writer, international speaker, facilitator, and instructional designer who brings practicality, humor, and 20+ years of in-the-trenches experience to build game-changing leaders and organizations. She’s a dynamic communicator, passionate about productivity, and on a mission to change the way we learn and work...because your time is too precious to waste.

Main Idea

In Focus on This, Not That: How to Engage Employees, Manage Performance, and Get Results, Kimberly Devlin shares that the key to effective management lies in strategic and proactive leadership. By focusing attention on the right management strategies, managers can reduce crises, minimize counseling conversations, and handle fewer headaches. This book provides detailed strategies for eliminating bad managerial habits and replacing them with proactive and effective ones, enabling managers to realize the engagement, performance, and results needed to become exceptional leaders.

Table of Contents

• Introduction
• Three Steps for Developing and Leading High Performers
• Achieving Business Results While Helping Employees Achieve Their Ambitions
• Mastering Your New Role’s Responsibilities
• Putting Guidance into Practice
• Common Mistakes Managers Make
• Maintaining a Focus on Performance
• Delegating Effectively
• Becoming the Manager You Aspire to Be

Three Steps for Developing and Leading High Performers

Kimberly Devlin emphasizes the importance of developing and leading high performers through a three-step process. These steps include setting clear expectations, providing regular feedback, and fostering a supportive environment. By clearly defining expectations, managers ensure that employees understand their roles and responsibilities, which lays the foundation for high performance.

"Employees can only do what you expect when they know what your expectations are." - Kimberly Devlin

Devlin advises managers to record specific expectations based on employees' positions, duties, and the organization’s overall goals. These expectations should be clearly stated, observable, and connected to larger initiatives.

Providing regular feedback is the second step. Feedback helps reinforce desired behaviors and correct undesired ones. It is essential to integrate both positive reinforcement and constructive criticism into daily interactions with employees.

"Make feedback a part of your normal routine." - Kimberly Devlin

The final step is fostering a supportive environment where employees feel valued and motivated to perform at their best. This involves recognizing achievements, offering support during challenges, and creating opportunities for professional growth.

Achieving Business Results While Helping Employees Achieve Their Ambitions

One of the core messages in Devlin’s book is the alignment of business goals with employees' personal ambitions. She argues that managers who engage employees in goal-setting are more likely to see higher levels of engagement and performance. By involving employees in the creation of work goals, managers can ensure that these goals are related, evaluated, shared, uplifting, and aligned with the organization's objectives.