However, at the first-line manager level it's important to recognize that people are individuals and need to be treated in a manner that will elicit their highest performance. This means managers need to know what motivates each employee and use that knowledge to get results.

At the end of each game the famous Green Bay Packer coach Vince Lombardi would give each of his players feedback on their performance. The ratings he would give Jerry Kramer, a very conscientious player, would range between the mid-90s and 100, the top score. However, the ratings he gave Paul Hornung, his playboy running back would range anywhere from the 60's on up. Lombardi gave different scores to communicate essentially the same message; however, he knew he could never give Jerry Kramer a score below the mid-90s because it would devastate him mentally. But he also knew if he didn't give Hornung a wide range of scores then Paul would not be motivated to make up for poor performances.

Beyond performance evaluations another method of treating people differently is by what has become know as "job sculpting." Job sculpting is about finding what an employee is interested in and likes doing, then "sculpting" the job description to meet those interests as much as feasible given the department mission and company goals. Those tasks unwanted by that employee may then be given to others on the team who would find them enjoyable. The final result is a more motivated and productive team. The key lesson here is that managers need to see each individual as just that, an individual, and tailor an appropriate motivational approach for each person on the team.