Managing Different Performance Levels
The Insight:
Every team has performance variation - star performers who exceed expectations, reliable contributors who meet standards, and struggling members who need support.
The challenge isn't eliminating these differences (which is impossible) but managing them fairly without creating a two-tier system that breeds resentment.
Many managers either treat everyone identically (which frustrates high performers and doesn't help strugglers) or create obvious favorites (which destroys team cohesion).
The key is differentiated support that feels fair to everyone: high performers get growth opportunities, solid contributors get recognition and development, and struggling members get targeted help.
This requires transparent communication about standards, individualised approaches, and careful attention to team dynamics.
The Tool: Performance Equaliser
4 steps to try now
01.
Set Universal Standards with Individual Pathways
Define
Establish clear performance expectations for everyone, then create different routes to meet them based on current level.
Example: "Everyone must deliver quality work on time, but Sarah needs weekly check-ins while Mike works independently."
Be explicit about what "good enough" looks like versus exceptional. This prevents high performers feeling penalised and struggling members feeling abandoned while maintaining fairness.
02.
Distribute Opportunities Based on Readiness
Plan
Give high performers stretch assignments matching their capability, but don't exclude others from development.
Create a portfolio: challenging projects for top performers, skill-building for solid contributors, confidence-building wins for struggling members.
Be transparent: "I'm giving this to Alex for their development goals, but here's what I'm planning for everyone else." Rotate opportunities so everyone gets chances to shine.
03.
Tailor Your Management Style to Individual Needs
Be open
Provide different support, feedback frequency, and autonomy based on performance level, not personal preference.
High performers need fewer check-ins on career growth. Solid contributors benefit from regular recognition and moderate autonomy. Struggling members need frequent feedback and structured support.
Be transparent: "I check in weekly because you're building skills, while I meet Sam monthly because he operates independently."
04.
Address Team Dynamics and Resentment Proactively
Address
Monitor and address tensions from performance differences.
If high performers complain about carrying extra weight, acknowledge their contribution while explaining your development strategy. If struggling members feel singled out, reassure them support is temporary and focused on success.
When someone improves, publicly recognize progress and adjust your approach. Address resentment quickly before it becomes toxic.
Why it works
This approach acknowledges that people need different things to succeed while maintaining consistent standards and fairness. It prevents both the high-performer flight and the low-performer stagnation that destroys team effectiveness.
Use it when
You have obvious performance gaps on your team, notice resentment between high and low performers, struggle with how much time to spend on struggling members, or want to retain top talent while developing others.
Bonus tip
Regularly communicate your "why" behind different treatment. When people understand your logic for individualised approaches, they're more likely to see it as fair rather than favouritism.
