Managing Organizational Behavior 2nd Edition by Timothy Baldwin,Bill Bommer,Robert Rubin

Exercise 14

Leading People to Perform Beyond Expectations
After your first two years as manager of a local pizza franchise store, performance is in the upper third of all stores in the firm, turnover has been low, and you enjoy good relations with your employees. However, you want to be better than just good-you want your store to be seen as great! You currently have a capable workforce, even some who are seemingly interested in moving up in the company, but right now they appear relatively content to just keep doing what they are doing. For your own career progress, you know that to really move up you will need to get your store to have higher performance and a more notable profile in the company. Your boss has assured you that if you are able to "do great things" with your store, there will be a wide variety of options open to you within the company. You like the company and believe your boss, but are struggling to determine how to get higher performance out of your people and further your own leadership plans.
What would you do to energize your employees to take it up a notch and perform above expectations? What do leaders that transform situations like this really do? Are there any common traps to avoid making the situation worse instead of better?