All of us perform in some way every day. To enhance your performance abilities, you need to know, recognize, understand and be able to avoid the myths surrounding performance. I am discussing various tactics you can use for peak performance.

One of the best things you can do is to let your team members know that you trust them and you have faith in their ability to complete the job, solve the problem, and meet the deadline. Create a culture of performance by fixing aggressive goals and giving your team members ownership in that goal. You must also hold employees responsible for regularly reporting their progress without micro managing.

When you have a great opportunity that could propel your organization forward, you need to think about who is the best team member to lead the charge. In addition to finding out someone who has the talent and passion for the subject matter, you need to view who has a track record of success. You should always put your best performers on your most prominent opportunities if it lends itself to their skill set. Many leaders make the mistake of putting a person in a position that is not necessarily suited for them because the leader feels comfortable with their work ethic. Put your team members in circumstances that enhance their ability to succeed. In addition to this you have to make sure you placed the right people in the right seats. Take stock of all the talents you have on the team and reshuffle the deck if it means that your team has a good chance of success. Don't keep persons in a role just because they've been doing it for long time.

When you deal with salaried employees, you should almost never have rigid clock-in/clock-out times unless there is a coverage issue in relation to assisting customers. Instead, fix clear goals that you know should take your workers about 40 hours/week to achieve. Supply them with the tools to access their work remotely, when required. Then let them manage their own time, this sends the message that you trust them. One of your key duties in management is communicating about fresh initiatives and strategy modifications. The worst thing you can do is surprise your employees with a fully formed idea about a fresh way to do something that will drastically change their day-to-day work. They will be happy if you kept them in the loop.

If your team members aren't making many of their own decisions, you should switch your tactics. Allow them the autonomy to make some of their own decisions as it pertains to their job.  Start with small decisions and gradually build to larger decisions as your trust and their confidence grow. This will increase trust among the team members. When they provide you with information and ask what to do about a situation push the ball back to them and ask them, "What do you imagine"? Initially, they might be surprised, but after you do this many times, they'll start thinking it through before they come to you so that they're fully prepared to talk about the subject and induce a recommendation.

In any business, there are going to be situations when you fail. Do an assessment to figure out what went wrong and learn from it. If there were mistakes made by individuals, address the mistakes with them privately. If required, let the person recognize your expectations for how this should be treated in the future. Don't publicly blame someone either directly or indirectly in meetings or by emails.