As a manager, you are managing two distinct variables in every employee, every day. Most leaders only manage one, which is why they fail.
You manage Performance (The Outer Game): Skills, actions, KPIs, and results.
You manage Meaning (The Inner Game): Motivation, values, vision, and engagement.
In Neuro-Semantics, we map these two variables on a grid called the Self-Actualization Quadrants. When you understand where your employee sits on this map, you stop guessing and start leading.
Quadrant 1: The Sleepwalker (Low Meaning / Low Performance)
The Profile: This employee has 'Quietly Quit.' They do the bare minimum to not get
fired. They have no skill mastery and no emotional connection to the vision.
The Symptom: Apathy.
The Manager’s Fix: Up or Out. This is a hiring error or a leadership failure. You must
have a 'Reality Conversation.' "You seem disengaged. Is this role actually what you want for your life?"
Do not accept lukewarm presence. Either ignite a spark or facilitate their exit to a career they
actually care about.
Quadrant 2: The Grinder (Low Meaning / High Performance)
The Profile: This is your 'Workhorse.' They hit every deadline. They are technically
brilliant. But they are cynical, bored, or exhausted. They are operating on discipline, not passion.
The Symptom: Burnout and Turnover. (These are the people who quit suddenly for 'better
culture.')
The Manager’s Fix: Contextualize the Work. Do not give them more training (they already
know how). They need the Why.
- Connect their KPIs to the company mission.
- Ask: "What values are you honoring by doing this work?"
- Challenge them to mentor others (adding a layer of social meaning).
Quadrant 3: The Dreamer (High Meaning / Low Performance)
The Profile: The 'Cheerleader.' They love the company. They talk endlessly about vision
and possibilities. They are energetic and fun. But... they miss deadlines, lack structure, and produce
chaotic results.
The Symptom: Chaos and Frustration.
The Manager’s Fix: Benchmarking & Structure. Do not hype them up (they are already
hyped). You must ground them.
- They suffer from the 'Performance Gap.' They have the will but lack the skill.
- Use Benchmarking to break vague ideas into specific behavioral steps.
- Stop accepting 'intentions' and start measuring 'behaviors.'
Quadrant 4: The Self-Actualizer (High Meaning / High Performance)
The Profile: They are 'In the Zone.' They are competent (skilled) and congruent
(passionate). They don't need you to motivate them or manage them.
The Symptom: Flow.
The Manager’s Fix: Unleash Them. Your only job is to remove obstacles. Give them
autonomy. Ask: "What is the next challenge that would stretch you?"
The Hidden Danger: 'Over-Meaning'
There is a trap in Quadrant 3 that ruins performance. It is called Semantic Overload. This happens when an employee cares too much.
"If I mess up this presentation, my career is over."
"If the client says no, I am a failure."
When Meaning gets too high, it creates performance anxiety (choking). The brain floods with cortisol. The Coaching Move: You must actually reduce the meaning. Frame it down.
"It's just a sales call. It's not a verdict on your soul."
"Let's treat this as an experiment. Just play the game."
By lowering the stakes (Meaning), you lower the anxiety, allowing their Performance to rise back up.
