Member-only story
How to Lead Your High Performers to Excellence
Because you get out what you put in
High performers in any organization aren’t easy to manage. With their uncanny ability to produce outstanding work and an appetite to solve tough problems, they demand even greater attention and engagement from their managers.
But some managers are so busy putting out fires, attending meetings, convincing stakeholders, and solving poor performance that they fail to prioritize the one thing that deserves their time and energy — their top performers.
With an excuse of a busy schedule, they fool themselves into believing that their high performers are already doing great and are invested in excelling in their roles, which is sufficient to keep them inspired and committed to the job.
Without forming a deeper connection with their high performers and investing in personalizing their experience, they put them into the same bucket as everyone else. High performers aren’t cut out for a normal growth path, and the moment they sense a discrepancy between their journey and the direction in which their growth is headed, they lose interest in their work and start looking outside.
They leave behind a shocked, clueless manager who cannot fathom their decision — What went wrong, how did they miss the signs, and what could…
