Being a good manager has always meant keeping an eye on results in the form of employee deliverables, project timelines and other key indicators. However, being a “complete” manager also means providing the support and guidance each and every employee needs to grow.

So how do you help good managers become “complete” managers?

In this month’s Performance Perspective, we explore:

• Why most companies underperform in the talent development arena
• The role of today’s managers
• What it means to be a “complete” manager
• How recognition completes the manager