How to Retain High Performers

High performers can be a manager's dream. Give them a goal and they'll do whatever it takes to meet it or exceed it. Who wouldn't want some of those ambitious, driven employees on their teams? The tough part for managers is keeping those performers challenged and interested. Holding onto them and helping them to share their expertise with others on the team. It's not always easy but it's possible with smart, innovative strategies.

3 Common challenges to managing high performers:

1. They tend to get impatient: High performers learn quickly and they grasp difficult concepts faster than the average employee. That means they may not need extended training or frequent reminders. The truth is they're often eager and ready to tackle the next big thing. Without something new to capture their attention, they may get impatient or even bored. If you manage high performers, you'll have to be prepared for a sometimes tricky balancing act. Want to keep them challenged without pushing them so far they feel overwhelmed.
2. High performers are often perfectionists: Strong performance is what sets them apart. In their minds, failure is unacceptable so they will do whatever it takes to reach a goal. Problem is they may end up putting too much pressure on themselves. If they're struggling to get the results, they might begin neglecting their own health. Working unusually long hours, repeatedly skipping meals or exercise, sacrificing their own well-being might enable them to meet short term deadlines,but it will be detrimental to their productivity and performance in the long run.Those who manage high performers need to recognize this challenge. Gently remind them to pace themselves and think about their contributions on a larger scale. They cannot work at an optimal level if they're perpetually burned out or run down.
3. They may tend to be overly independent: High performers have likely succeeded in the past by being self-motivated and self-sufficient. That's how they consistently outperform their peers which means they may view those colleagues as competitors. If that attitude goes unchecked, it could create tension and breed jealously among team members. High performers may not be skilled at reading those underlying currents. If they want to be successful long term, they will need to recognize the importance of developing connections and working more collaboratively.

If we want high performers to continue delivering great results, we need to understand and work to meet their often unspoken expectations.

4 common expectations you might discover when managing high performers:

1. They expect challenging work: High performers are driven and ambitious, natural problem solvers. So they expect to spend their days working on projects that are interesting and diverse, doing things that make good use of their considerable talents. They actually crave the juicy, complex jobs that really tap in to all of their areas of expertise.They also expect to work for someone who is willing to delegate some of the meatier, high-level initiatives. If their managers hoard all the good projects for themselves, high performers may think about going somewhere with better opportunities. They actually crave the juicy, complex jobs that really tap in to all of their areas of expertise.They also expect to work for someone who is willing to delegate some of the meatier, high-level initiatives. If their managers hoard all the good projects for themselves, high performers may think about going somewhere with better opportunities.
2. They expect to be set up for success: High performers want to be cut loose to do what they do best, but they also want enough support so they don't get bogged down with annoying obstacles. They want to work for a manager who can cut through the red tape, get budgets approved, gain stakeholder buy in, and leave the rest to them. When high performers feel like they can't do their jobs because of administrative glitches and unnecessary distractions, they may decide it would be easier to work in a different environment, a place where the manager can clear the way and put them in to win the race.
3. They expect the freedom to get the job done: High performers are driven self-starters and they don't want to be micro managed. They expect a certain amount of trust in their ability to reach the stated goals. They feel like they deserve to work independently and make some decisions on their own. After all, they probably have a strong track record of getting the job done. If they sense that managers are infusing too many guidelines or nitpicking without good reason, their enthusiasm for reaching lofty goals may drop off dramatically. Finally, they expect to be recognized for their contributions. High performers frequently carry the load for the team and achieving certain milestones and they don't want to be taken for granted. It's easy to overlook their powerhouse contributions when they repeatedly deliver, but they want to be recognized and rewarded for their results. When managers understand these expectations and take the steps to meet them, they can improve the chances that their high performers remain happy and continue producing at full capacity.

Managing high performers can be both a privilege and a challenge. There's a delicate balance required to maintain their performance. Their job satisfaction and their loyalty. But if you do it right, the sky is the limit for what they can accomplish.

5 Strategies for Managing High Performers:

1.  First and foremost, keep them challenged: Without interesting, complex work that uses all of their strengths, high performers will get bored and they'll probably leave. Don't let that happen. Assign them projects that will take full advantage of their expertise. In some ways, every assignment for a high performer should be a stretch assignment. Delegate to them whatever you can and give them high profile projects that can put them on the map within your organization. Let them take ownership and feel fully responsible for the outcome.
2. Provide them with the right development tool: Even though high performers are operating in an impressive level, you want to make sure they are successful in a wide range of areas. Perhaps they can use some training on presentation skills, emotional intelligence, or applications of the latest technology. If you want to push them to continue raising the bar,they will need access to professional education. You might also want to send them to conferences and seminars where they can learn about industry best practices from other recognized leaders. Even better, you can challenge them to represent your organization by making their own presentations to further build their confidence.
3. Be clear about goals and measurements: High performers need a solid road map that defines the expectations and outcomes. Quarterly sales figures, monthly account visits, annual production levels, be specific with your list of deliverable and the related time frame.You also want to be clear about the rules along the way. If your high performers have been allowed to slide on certain areas of corporate protocol, this is a good time to set the record straight. They need to comply with the same rules as everyone else to set a good example. And they'll benefit by having less tension with coworkers.
4. Give them the autonomy to get the job done: Once they know the goals, demonstrate that you trust your high performers to achieve those on their own. In other words, tell them what to do not how to do it. And if you want to fully leverage their skills, take steps to reduce the distractions along the way. Make sure they have approvals and materials and whatever else they need to forge ahead without unnecessary distractions. Set them up for success and let them go.
5. Make sure they get recognition: High performers are relentless about reaching their goals. Their consistent dedication to excellence deserves to be rewarded in whatever manner appropriate. Bonuses awards publicity. They need to feel the love. Giving them a tangible sign of appreciation will make them feel valued and reinforce the message that they play a critical role for the team and the organization overall by using these strategies to manage your high performers, you can provide the support they need and pave the way for them to reach success beyond all expectations.

Coach and Develop High Performers: When you communicate with your high performers, approach them as a coach rather than a director. That sends a subtle but very real message about the way you perceive their achievements and respect their contributions.

5 ways you can use coaching techniques to get even better results from your high performers:

1. Get to know them: Use transparent dialogue to find out what makes them tick. Work to understand what types of projects they enjoy, and those that demotivate them. What strength sets them apart? What might be holding them back? Openly discussing this information can help you build trust and better target their assignments, and when you can give them projects in the sweet spot, ones that leverage their expertise and preferences, you can demonstrate your interest in making sure they're appropriately challenged while rewarding their value.
2. Know where they want to go: Through your coaching conversations, encourage your high performers to be candid about how they ideally want their careers to progress. Then figure out how you can help them reach their long-term goals. With that said, I know it can be tempting to keep them where they are, or find ways to make it worth their while to stay. After all, they are playing a major role in your team's success. Avoid that temptation. Be willing to support them in their growth. If they're looking for advancement, sign them up for rotation groups, submit them for promotions, help them get ahead. People will notice that you are the kind of manager who cares about your team members. And you'll likely have a long line of high performers who want to work for you, learn from you, and experience the coaching that regularly leads to greater success.
3. Establish checkpoints for their progress: While high performers want to work independently, it's essential to periodically check in on their work progress. Encourage them to ask you questions. They might assume that you expect them to solve all the problems on their own. So make it safe for them to use you as a sounding board. In the process, you may be able to identify small problems and fix them before they become large ones. This can be tough for some managers who are reluctant to correct their talented superstars. In some ways, those managers have been taken hostage by the promise of extraordinary results. They just don't want to rock the boat. Don't be afraid to step in if there's a problem. That's your job. You can communicate corrections respectfully, but work quality has to come first. Fourth, provide specific feedback. High performers might say they don't want feedback, but trust me, they do. And not just people telling them how great they are. They want regular specific feedback that can help them improve in tangible ways. Sometimes the honest assessment they need isn't so much about their work progress, but about the way they handle their emotional or interpersonal aspects of their jobs. We already know how high performers put a great deal of pressure on themselves. Managers need to provide guidance on ways to better handle stress, to deal with failure, or to make a stronger impact on their colleagues and coworkers. Providing constructive criticism in a coaching environment steers clear of comments that are belittling or degrading. Instead, it focuses on helping high performers fine-tune their skills in a way that allows them to generate even greater results. That's feedback they want to hear.
4.  Be a positive role model:  Listen empathetically and communicate clearly. Keep your word if you make a commitment to do something for them or your entire team. Demonstrate the powerful impact of working with and through others. By setting that example, you'll be teaching them some of the most important ways to contribute at a higher level. Effectively coaching your high performers means capturing the nuances of communicating important information without eroding the sense of trust you've built. And when it's done well, you'll be adding serious momentum to some already impressive career trajectories.