Most managers I know are juggling a lot, which means it’s easy to prioritise burning issues and stick the rest on the ‘deal with it later’ pile. Sometimes, this can mean that low performers soak up a lot of management focus, attention and energy - whilst those who are consistently demonstrating high performance get lost in the shuffle.
Whilst autonomy is key to enabling exceptional performance - simply ‘letting someone get on with it’ without the right support mechanisms in place can have unintended consequences. Common pitfalls include delegating so much work to your high performers that they burn out or simply not showing appreciation for their efforts, leaving them frustrated and disengaged.
In this article, we’ll cover what to do instead. You’ll learn about three key performance accelerators for supporting team members who excel that will help you build trust, enhance retention and ensure that great performance is sustainable.
A quick reminder that ‘high performance’ is both situational and nuanced. Someone can excel in one environment and fail to thrive in another - and there are many things that can temporarily impede performance through no fault of the individual concerned.
So whilst we’re using ‘high’ and ‘low’ performers as shorthand here, it’s worth remembering that human beings usually aren’t that binary - and that your job as a manager is to get to know each of your team members so that you can co-create the conditions for success with them.
The tips shared in this article are a great place to start, so without further ado…
By definition, high performers don’t settle for average - they bring new ideas and ways to challenge the status quo. However, even the most confident and capable amongst us need sparring partners to figure out whether these ideas can become reality.
If you’re managing a high performer, you can step into this role and become the thought partner your team member needs. Whether it’s drawing on your improv skills to ‘yes, and…’ a proposal that is a clear win-win, or bringing broader context and rechannelling your team members' energy to collaborate on an even better idea.
When you’re doing this, it’s important to check your ego at the door and be open to reevaluating your own perspective. This is particularly the case if you’re a generalist manager who works with specialists. In order to create a high performing team, you’ll need to recognise the talents of those around you and use your coaching skills to help unlock their full potential. (Check out tyllr’s Coaching Made Easy course for some helpful tips!)
Recognising your high performers with a ‘good job’ here and there is not sufficient. Instead, take the time to deliver high quality positive feedback to ensure your high performer knows that their unique skill set is appreciated. Be specific about what you’ve seen that’s impressed you and clear about the positive impact of their work.
Many high performers also desperately want to hear constructive feedback to know how they can continue to level up their game. ‘Everything’s great’ in this context is not particularly helpful - so make sure to ask open questions about what areas they want to develop in - and structure meaningful feedback around these aspirations when you can.
Finally, it’s also important to ask your team members how they like to be rewarded and recognised for a job well done. Some people prefer a handwritten note - others public shoutouts. For some, it’s seeing the fruits of their labour in cold hard cash. Try your best to align incentives accordingly.
High performers often look for continuous improvement - not just in their own work but also more broadly. Requesting their feedback on your team and organisations ways of working, processes and decision making mechanisms can be extremely valuable.
It’s important to set expectations that not everything they suggest will be actionable straight away, but where you can, commit to following through and keeping them updated with progress. When you have the opportunity, give credit where credit is due for their ideas - doing so also can encourage others to speak up and contribute.
This deep listening is also important when it comes to pastoral care. It can be difficult to find the ‘stretch zone’ - where your team member is challenged and developing, but not overloaded with work. Those who are ambitious may seek to take on more than they can handle and at the same time, be less likely to ask for help. Therefore it’s super important to be sensitive to signs of stress and check in regularly to ensure workload is sustainable.
So there you have it - three performance accelerators you can try out with your most ambitious and accomplished team members. By intentionally investing time in your high performers growth, you’ll ensure that they stay motivated and keep raising the bar.
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