Dan Schneider

Peak Performers: How to Keep Them
April 30, 2008

Once you have a few peak performers, you’re going to want to hang on to them. To do that, you’re going to have to pay them well. But it’s going to take more than money. It’s going to take making them a psychological partner in your business.

When we talk to the people our clients identify as peak performers within their own organizations, we typically find that they are meta-motivated by such factors as:

• Participative leadership;
• Shared responsibility;
• A sense of ownership;
• Alignment of purpose;
• High levels of open communication;
• Opportunity for future growth (including potential for a minority interest in the business);
• Results;
• Creative talents; and,
• Rapid response.

As a business owner, how well do you provide these meta-motivators?

If you’re experiencing high turnover among peak performers or other mission critical staff, then you’re either bringing in the wrong people or you’re driving them away with your personal leadership style. In both scenarios, Succession Success and business performance are compromised.

Remember, we began this discussion with the absolute truth that you have to pay your peak performers well. Many people believe that a former management guru once said that money is not a motivator. In fact, he said money does motivate some people (myself among them); it just doesn’t always satisfy them. So, assuming that money is ok, then how do we build in these other meta-motivators?

Let’s build another model for you to use in evaluating how you stand with your peak performers. Depending on the size of your organization, the list may be long or short, but the exercise works for both.

Now, simply put a check mark under each performer’s name if you are providing her/him with a named meta-motivator. The more check marks you have under each name, the more likely you are to retain a Peak Performer, committed to your Business Performance and your business’ Succession Success.

Posted by Dan Schneider on April 30, 2008 | Comments (0)