This is one of the most important ways to build a better organization.
１. What Is the 2:6:2 Rule?
The 2:6:2 rule refers to the phenomenon that, within an organization, people tend to fall into three groups based on factors such as their abilities and contribution to results:
● 20% are high performers
● 60% are average performers
● 20% are lower performers
It is said that this ratio tends to remain relatively consistent even when the members of an organization change.
For example, even if you create an organization made up only of highly capable people, or one made up only of lower-performing people, the group may eventually develop into a 2:6:2 distribution.
２. How to Make the Most of the 2:6:2 Rule
In business, this concept can be useful when looking at factors such as management ability and contribution to organizational results.
Therefore, for the top 20% who demonstrate high ability and make strong contributions, it is a good idea to give them challenging assignments with higher expectations, provide them with opportunities for training and development, and support them in becoming desirable role models for others.
Many people in this group are also highly motivated. Therefore, it is important to give them both authority and responsibility and allow them to take on challenges.
Because these high-performing people are likely to have a positive influence on those around them, it can also be beneficial to increase opportunities for them to work together with the 60% who are average performers.
On the other hand, there are several important things to keep in mind when working with the 20% whose abilities or contribution may currently be lower.
The most important point is:
Do not exclude them, treat them unfairly, or give up on them simply because their current abilities or contribution are lower.
This is because each person has different strengths and talents.
When applying the 2:6:2 rule, organizations often focus on management ability or contribution to results. However, a workplace does not operate based on these two factors alone.
For example, someone who provides excellent customer service does not necessarily have strong management skills.
Likewise, someone who is highly skilled at creating promotional displays or POP materials for a store does not necessarily make a high-level contribution to overall business results.
In other words, everyone has their own strengths.
Even if someone has relatively low management ability or contribution to business results, if they are good at customer service, creating POP materials, or something else, it is important to support them in developing and making the most of those strengths.
Do you fully understand what each member of your organization is good at?
