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.

1. By Bill Bayer
By Bill Bayer

2. Principle 1:
William W. Bayer | www.billbayer.net | 2009-2014

3. 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 | www.billbayer.net | 2009-2014

4. Principle 2:
William W. Bayer | www.billbayer.net | 2009-2014

5.  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 | www.billbayer.net | 2009-2014

6.  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 | www.billbayer.net | 2009-2014

7. Principle 3:
William W. Bayer | www.billbayer.net | 2009-2014

8.  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 | www.billbayer.net | 2009-2014

9. 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 | www.billbayer.net | 2009-2014

10. 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 | www.billbayer.net | 2009-2014

11. Principle 4:
William W. Bayer | www.billbayer.net | 2009-2014

12.  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 | www.billbayer.net | 2009-2014

13.  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 | www.billbayer.net | 2009-2014

14.  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 | www.billbayer.net | 2009-2014

15. Principle 5:
William W. Bayer | www.billbayer.net | 2009-2014

16. 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 | www.billbayer.net | 2009-2014

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

18.  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 | www.billbayer.net | 2009-2014

19. Conclusion:
William W. Bayer | www.billbayer.net | 20092014

20. 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 | www.billbayer.net | 2009-2014