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One Restauranteurs Secret Sauce to Building High-Performing Teams
The LAB Performance
October 18, 2024 • Reading Time: 7 minutes
The best aren’t getting better on their own, they’re getting better because they are being coached.
Danny Meyer, Businessman & Restauranteur
In high-performance sports and business teams, evaluating the skillsets and motivations of team members is crucial for driving success. One effective way to do this is by adopting a quadrant model similar to that used by renowned restaurateur Danny Meyer - known for Shake Shack, Union Square Cafe, Gramercy Tavern and many more. Meyer’s model, which evaluates employees on two key dimensions—ability and motivation—can be a powerful tool for leaders aiming to optimise team performance. Let’s break it down and explore how this model can be applied to both high-performance sports and business environments.
The model is divided into four quadrants, plotted on an X-axis of “Can” and “Can’t” (reflecting ability) and a Y-axis of “Will” and “Won’t” (reflecting motivation):
Quadrant 1: Can and Will
This is the ideal team member—someone with the skillset and the drive to excel. Whether it’s an elite athlete or a business professional, these individuals are the cornerstone of high-performing teams. As a leader, you want to continuously invest in these people, keep them motivated, and provide opportunities for growth. In sports, this might be the athlete who can execute perfectly and is always eager to train harder. In business, it’s the employee who not only delivers but constantly seeks improvement. Celebrate these individuals and ensure they remain engaged.
What to do:
• Celebrate and invest in these people. Keep them challenged and engaged so they remain at the top of their game.
Quadrant 2: Can’t but Will.
This quadrant represents those who may not have the skillset yet but show strong motivation and willingness to learn. These are some of the most intriguing team members because, with the right coaching, their potential is enormous. In sports, it could be a player who lacks certain technical skills but is highly coachable. In business, it’s the employee who may need additional training but is eager to improve. Invest time in these individuals, as they can become high performers with the proper guidance and support.
What to do:
• Coach and develop them. The potential reward here is immense—invest your time in their growth, and they could become top performers.
Quadrant 3: Can’t and Won’t
This is the least valuable group, where the individual neither has the ability nor the willingness to improve. In high-performance environments, retaining such individuals can drain team morale and resources. As a leader, it’s essential to recognize when it’s time to part ways with someone who isn’t contributing positively to the team’s goals. In sports, this might be the athlete who is not meeting physical or tactical standards and shows no commitment to change. In business, it’s the employee who isn’t performing and lacks the drive to do better. Quick, decisive action is needed here.
What to do:
• Act quickly—either reassess their role or make the decision to part ways before their lack of contribution impacts the wider team.
Quadrant 4: Can but Won’t
This quadrant is perhaps the most frustrating. It’s the person who has the ability but chooses not to apply themselves fully. In sports, this might be the naturally talented athlete who fails to put in the effort during training. In business, it’s the brilliant employee who coasts or underperforms. Leaders must decide whether it’s worth trying to motivate this individual or if it’s time to let them go, as their attitude can hold the team back from reaching its full potential.
What to do:
• Motivate or move on. Determine whether they can be inspired to reach their potential, but if not, it may be time to let them go.
"The strength of the team is each individual member. The strength of each member is the team."
Phil Jackson (Head Coach) & Michael Jordan, Chicago Bulls.
As leaders, it’s easy to focus on those who are already high achievers (CAN + WILL), but true leadership lies in how we manage and develop the rest of the team. Not everyone will start as a top performer, but that doesn’t mean they can’t evolve into one. By using the quadrant model, we can take a strategic approach to understanding both ability and motivation, tailoring our leadership to meet the unique needs of each individual. Success isn’t just about managing the best; it’s about guiding all team members to higher levels of performance and ensuring they contribute positively to the overall mission.
Leadership, especially in high-performance environments, requires a nuanced understanding of people. How we invest our time and energy in Quadrants 2, 3, and 4 will determine the collective strength of our team, and ultimately, our success. This reflection challenges us to focus less on where people are today and more on where they can go tomorrow—with the right support and leadership.
Coaches Notes:
1. Embrace the Diversity of Your Team
Not everyone will fall into Quadrant 1 from the start. A high-performance team will include a range of abilities and motivations. Understanding this diversity allows leaders to meet each individual where they are, rather than expecting immediate top-tier performance from everyone.
2. Invest in the Motivated (Quadrant 2)
Those who “can’t yet but will” are worth your time and energy. With the right coaching and development, they can become future high performers. Identifying and nurturing this potential creates long-term value for both the individual and the team.
3. Be Decisive with the Unmotivated (Quadrant 3)
Team members who “can’t and won’t” contribute to the team’s goals should be addressed quickly. Whether it’s offering them a different role or moving on, swift action prevents them from draining team resources and morale.
4. Challenge and Motivate Underperforming Talent (Quadrant 4)
Those with the ability but lacking motivation can be the most frustrating to manage. Honest evaluation and tailored motivation strategies are crucial here. Decide whether their potential can be unlocked with the right incentives, or if it’s time to move on.
5. Measure Your Leadership by Movement
The true measure of leadership is your ability to move individuals from one quadrant to another. A great leader helps team members grow—whether that means coaching them into Quadrant 1, or making tough decisions with those who are not contributing. Leadership isn’t static, and neither is your team’s potential.