Keys to Motivate High Performance

culled from:wobi.com

Whether due to the lack of a true leader or too much pressure, the potential for high performers to shine can be dulled if the right kind of motivation and feedback isn’t offered. No one wants a boss who is on your toes from 9am to 6pm, but does anyone want a boss who barely acknowledges your existence? And it doesn’t matter how high your performance is, if you don’t have someone giving you feedback there’s no way to guess what your boss is thinking, right?

Autonomy and confidence to make decisions are just two of the fundamental aspects necessary to achieve optimal performance and aim for excellence. However, there is much more to have in mind in order to get the best from your people. In the following discover tips from experts in leadership, management thinkers, and renowned CEOs on how to keep your people motivated to their highest level of performance.



Carlos Brito, CEO of Anheuser-Busch InBev. He proposes not treating executives and professionals like… executives and professional. Turn them into owners! Therefore they will feel like part of the company. In a culture that produces “owners” failure isn’t an option and your people will always aim for more within the walls of the company.





Jonas Ridderstråle, professor and consultant. Ridderstråle refers to high performers as mavericks, nonconformists; people who are innovative and restless. How to motivate them? His number one rule is for the leader to understand that they aren’t the protagonist, the mavericks are. Therefore, the leader’s job is to be a moderator of the debates that arise, guiding their stars.





George Kohlrieser, professor at IMD. According to him, the key lies in creating a relationship with the other person. If leaders maintain a relationship that implies confidence, and establishes a secure base, it is a lot easier for the best to flow out of each. It is also fundamental to help high performers identify their strengths and weaknesses, concentrating on the first of the two; this will help them to take risks and not limit their possibilities.





Irene Rosenfeld, CEO of Kraft. She agrees with Brito in terms of creating “owners”, and is more methodical in how to do it: yearly evaluations focused on what was achieved and how. The reflection should be communicated with frequency, consistency, and honesty, but also involve the hearts and minds of those participating.





Marcus Buckingham, expert in strengths-based management. Managing people’s anxiety is essential according to Buckingham. Leaders must identify and personally be involved in the possible fears and concerns of others. At the same time, they must be able to help their people convert these weaknesses into points of livelihood and confidence.




Bill George, former CEO of Medtronic. Empower people. This is the only way they will be able to keep moving forward and follow a path to be leaders themselves. The leadership, in his opinion, is really about serving others.



Marshall Goldsmith, professor at Dartmouth’s Tuck School. According to Goldsmith, it is fundamental to communicate to people their roles and expected contributions, as well as how to grow. It is important to be honest, because giving false expectations is one of the worst things you can do. And, as a leader, it is your job to retain that talent. Don’t let it go!