Your company’s most talented employee is thinking of leaving. What can you do to keep them?

In retaining top talent, fostering a culture of continuous growth is paramount. Regular check-ins to understand their career aspirations, acknowledging their contributions, and providing challenging projects can be game-changers. Demonstrate that their development aligns with the company's trajectory. A supportive work environment, coupled with recognition and opportunities for skill refinement, not only retains but transforms them into passionate advocates for our organization.

One of the frequently overlooked indicators that a top performer may be considering leaving the company is a change in their use of time off. Engaged employees generally plan their time off in advance to minimize disruption to their team or ongoing projects. If a top performer unexpectedly requests a week or two off with minimal notice, it could be a sign that they are contemplating submitting their resignation when they return.

The signs of an employee leaving can be difficult to catch at first. The first signs are disengagement, poorer quality of work, increase in requested time off, change in attitude and social withdrawal. If this is the case, it is crucial to meet with them to identify their concerns and possible solutions.

As is the case with any type of relationship that is no longer working, most employees have already justified their intentions to leave. They may have escalated concerns that have not been addressed or experience other issues such as poor opportunities for growth, an unsafe work environment, or burnout. Regardless, it is important to meet 1:1 to address these concerns by listening and communicating carefully.

In my opinion, you need to be proactive about keeping your top talent. We call this an "Employee Retention Plan". You need to develop a plan specific to the A+ player you are trying to keep. Every employees wants are different, but if you communicate and listen to them, you will be prepared to execute a plan to keep them.

Effective communication within work teams is essential for optimal performance. High-performing individuals seek feedback from their leaders to assess their performance, but they also desire investment beyond their immediate contributions. Merely working harder for the same outcome is not a sustainable motivator. Understanding how your employees prefer to work and identifying meaningful ways to recognize and reward their achievements can save both time and resources. As a team leader, guiding discussions and assisting employees in navigating their career paths should be a priority. Conducting regular 1-on-1 conversations serves as a cost-effective method for engaging employees and gathering valuable insights.

It should go without saying, always recognize and reward the achievements of workers. The rewards can be creative, and don’t have to be purely financial or material. Offer them additional opportunities to collaborate on new projects and greater opportunities to apply their abilities further. This creates an environment based on merit, trust, and self growth.

In my experience, reward and recognition is great. However, you need to be a student of your people. Learn HOW they want to be recognized or rewarded. When it comes to rewards, it could be money, but it could also be time off as a reward. When it comes to recognition, it might be a letter that you drop on their desk or it could be bringing them in front of the whole organization. You have to be students of your people and know that it is not a "one size fits all" approach.

Reward and recognition should seamlessly align with a culture that flourishes through open dialogue and feedback. Unfortunately, many companies create programs based on ideals they fail to implement in the workplace. Consequently, they often invest significant resources in hiring folks like me to rejuvenate their culture. My most effective and straightforward approaches always involve fostering consistent, strategic, and thoughtful conversations. Recognition and rewards stemming from authentic two-way engagement are almost invariably well-received, genuinely appreciated, and prove to be worthwhile investments.

A disengaged and isolated top performer is the best way to lose them. Provide your top talent the opportunity to engage closely with other workers, practice the values of the organization, and take ownership of new innovation strategies.

Your role as a leader is to align your people with them vision of the company. Just like on a sports team, the high performers are looked at by everyone else and set the standard for your business. Make sure they are setting the right example and bringing the people around them up instead of down.

Transparency is a hot word right now. Companies are organizing teams for compliance, conflict resolution, and feedback forums promising open communication and a desire to foster trust. But when employees ask pointed questions about salary ranges and requirements for promotion, answers are not made readily available. If employees are expected to align their goals, values, and efforts with those of the organization, they should see them demonstrated by those leading the charge. Alignment and engagement are a response, not a call to action.

Providing care and support for your employees is a natural outcome of sustaining open dialogue and consistent communication. Leaders need not delve into every personal detail of their employees' lives. However, expressing genuine care for them as individuals and offering support for their work can reinforce the company's commitment to their health and well-being.

Top performers in your organization are often individuals who are highly engaged and innovative. Provide these workers an outlet to constantly develop their skills and grow within their career. Support and recognize their achievements or another company will.