Maximizing Employee Performance by Leading Individually

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Information about Maximizing Employee Performance by Leading Individually
Business & Mgmt

Published on March 7, 2014

Author: billbayer



Leading a team of employees requires individual leadership. To maximize each employee's performance and utilize their full potential, you must learn to manage them individually. Find out what motivates them, what passions and talents they have, and avoid common pitfalls that high performing employees to leave.

By Bill Bayer By Bill Bayer

Principle 1: William W. Bayer | | 2009-2014

Why?  Teams are composed of individuals  Excellent teams include diversity  Synergy occurs when individuals with a variety of talents are led to work together for a common goal  Effective teams are not accidental  A team is only as strong as its individual components William W. Bayer | | 2009-2014

Principle 2: William W. Bayer | | 2009-2014

 Knowing • Transparency is a catalyst  Each • person wants to be valued If you don’t value them, someone else will  Trust • people takes time and effort must be built Truthfulness is the key to trust William W. Bayer | | 2009-2014

 Leading effectively requires the individual’s knowledge of Wii-FM (What’s in it for me?) • • People need to see there is something in it for them if they work hard and play on the team Part of your job is to help each individual see how the team’s success is beneficial to them personally  Motivation • requires inside knowledge This is why knowing people, building trust, and helping them feel valued is important William W. Bayer | | 2009-2014

Principle 3: William W. Bayer | | 2009-2014

 People excel when they have both passion and talent  4 types of employees: MUST FIND WAYS TO MOTIVATE IDEAL High talent / Low passion High talent / High passion Low talent / Low Passion Low Talent / High Passion WORST – AVOID! MUST TRAIN SKILLS IN PLACE OF TALENT William W. Bayer | | 2009-2014

How do you find an individual’s passion?  Observe them  Meet with them  When you notice something, ask questions  Provide opportunities  Set up “tests”  Seek others’ opinions William W. Bayer | | 2009-2014

How do you evaluate talent?  Objectively identify strengths and weaknesses  Use effective performance reviews and feedback  Analyze performance data  Look for patterns  Use assessments  Employ more test situations  Talk to the employee William W. Bayer | | 2009-2014

Principle 4: William W. Bayer | | 2009-2014

 There      is no substitute for the gifts God gives You cannot teach someone to have a talent they do not inherently possess People can improve skills, but skill ≠ talent It yields a better ROI to train a talented person to gain on top of their talent than to train an untalented person to gain skills in lieu of talent. Talent + Skill is always > Skill BUT a motivated employee is always > an unmotivated one regardless of talent William W. Bayer | | 2009-2014

 The impact of the first 18 years: if Momma couldn’t teach them… • • There are certain life skills people should learn before they reach the workforce You should not spend your time as an employer teaching people what they should have learned in childhood William W. Bayer | | 2009-2014

 Before • • • • you start training an individual, ask: Is there passion and some talent? Do they want success? More or less than you? Will they work hard? Are they willing to pay the price to achieve success, or do they think they are entitled to it? William W. Bayer | | 2009-2014

Principle 5: William W. Bayer | | 2009-2014

1. 2. 3. 4. 5. 6. 7. 8. Play favorites Show bad examples Only allow one right way to do things Promise rewards you don’t give Don’t reward good performance Evaluate individuals based on outside factors Tolerate destructive behavior or unacceptable performance Move successful people to the wrong role William W. Bayer | | 2009-2014

 Talent  Passion  Hard work  Communication  Truthfulness  Good example  Solid leadership William W. Bayer | | 2009-2014

 What • • • good employees really want is: Relationships Interest in their career Potential to advance  But… • High performers often leave  This • • • • is why individual leadership is key Must give them reason to stay Must find out what motivates them Must figure out how to best utilize them Must make them feel valued William W. Bayer | | 2009-2014

Conclusion: William W. Bayer | | 20092014

1. 2. 3. 4. 5. 6. 7. 8. There is no substitute for talent There is no substitute for passion Leadership is an individual exercise You can’t really change people You can motivate people You can de-motivate people Loyalty is good, but not permanent You can be an effective leader if you want to be William W. Bayer | | 2009-2014

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