Every team is made up of individuals with different motivations, personalities and work styles. Recognizing and adapting to those differences isn’t just a nice-to-have leadership trait; it is a critical factor in team performance, engagement and retention.
One pattern to building high-performing teams is clear: the most effective leaders tailor their approach to meet employees where they are. They don’t manage everyone the same way; they manage intentionally.
Below are six common employee types and strategies high-performing leaders use to bring out the best in each.
THE HIGH-PERFORMER
Who they are: Consistently exceeds expectations, delivers results, and often operates independently. These are your standard-setters and potential future leaders.
How to manage them: Keep them challenged. Assign them to high-visibility or strategic projects and provide transparency around advancement opportunities. Regularly recognize their efforts and check in on their goals. If they don’t see growth ahead, they will look elsewhere.
THE STEADY CONTRIBUTOR
Who they are: Dependable and consistent. May not seek the spotlight, but they keep systems and processes running reliably.
How to manage them: Acknowledge their value and give them consistent check-ins. Offer pathways for growth, even if they are not actively seeking them. These employees often need encouragement to step into new opportunities.
THE RISING STAR
Who they are: Early in their career or role but already showing high potential. Quick learners, eager to grow, and invested in the work.
How to manage them: Invest early. Set clear expectations, assign mentors, and provide stretch goals. Make their path to advancement visible so they see a future with your organization. Rising stars disengage quickly if they feel overlooked.
THE UNDERPERFORMER
Who they are: Struggling to meet expectations, either due to unclear direction, capability gaps, or motivation issues.
How to manage them: Provide clarity and document expectations. Offer coaching and support but establish timelines and metrics for improvement. Address issues directly to avoid performance drag across the team.
THE DISENGAGED EMPLOYEE
Who they are: Was once engaged and productive but are now pulling back. May be quieter in meetings, slower to respond, or withdrawn from team dynamics.
How to manage them: Dig in. Ask what has changed and listen for root causes. If the employee wants to reengage, collaborate on a short-term development plan. If not, make a plan for transition that protects team health and output.
THE CULTURE DRIVER
Who they are: Embodies your company’s values, brings energy to the team, and supports others. They may not be your top performer by numbers, but they are your culture multiplier.
How to manage them: Recognize their impact. Involve them in onboarding, mentoring, or culture initiatives. Give them meaningful ways to lead that align with their strengths. These team members help retain others.
The most effective managers do not rely on a one-size-fits-all approach. They learn what drives each employee and adjust how they coach, support, and hold them accountable. Companies that enable their managers to lead this way see higher retention, stronger engagement, and better results.
Need help building a high-performing team? LaSalle Network has helped thousands of companies identify and hire top talent across every level of the organization. Connect with us today.
