Organizations are built and maintained by their workforce. Finding the people who can fulfill the organization's goals is essential to its success. Just as coaches must select assistant coaches and players who will fit in their program, organizational leaders must select people with the job performance skills needed to build the organization.

            In times of leadership or working in a team environment, it is necessary to build rapport through sharing experiences or stories, offering support when needed, and congratulations when successful (Boyce et al., 2010). The prior positive encouragement brings defenses down, and the other party understands that the leader is not against them but wants to help them succeed when mistakes are addressed.

            Three aspects of individual performance are task performance, citizenship behavior, and counterproductive behavior. Task performance is the ability to perform the duties that fulfill the organizational goals, such as a salesperson fulfilling sales metrics or a waitress serving multiple customers. Organizations require various types of tasks that are routine, adaptive, and creative.   

            There are many ways leaders can maximize individual performance in organizations. Allow the team members to have a voice in the monthly goals. Provide training to meet objectives. Recognize success and acknowledge mistakes (Peterman, Mary E, 2019). Organizations are not successful because of the products they offer. Organizations are successful because of the people who work within them. Choosing the people who fit the organization, carefully mentoring them to be productive, and creating an organization employees will want to commit to is the ultimate task of a leader.

Reference:

Macrovector, (2021) photo retrieved from https://www.templatemonster.com/illustrations/personal-growth-self-development-210120308-vector-illustration-concept-211288.html

Boyce, L. A., Jackson, R. J., & Neal, L. J. (2010). Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program. The Journal of Management Development, 29(10), 914-931. doi:https://doi.org/10.1108/02621711011084231

Peterman, Mary E, MPA,C.G.F.M., C.P.A. (2019). Resiliency for a high-performing workforce. The Journal of Government Financial Management, 68(3), 46-50. Retrieved from https://login.ezproxy.lib.ou.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fresiliency-high-performing-workforce%2Fdocview%2F2375710345%2Fse-2%3Faccountid%3D12964