Managing High Performers

Managing high performers gives you an opportunity to pave the way for some of your organization's strongest talents.By strategically helping these professionals grow and expand their responsibilities, you can have a significant impact on the future of your organization.What are the mindsets and motivations of high performers?What can you do to meet their expectations and provide them with the appropriate level of support and development.High performers can be a mangers dream.Give them a goal,and they will do whatever it takes to meet and exceed it.They are ambitious and driven.The tough part is keeping those persoermers challenged and interested,holding on to them and helping them share their expertise with others on the team.It is not always easy,but it is possible with innovative strategies.High performers represnt an enormous asset to your team,but managing them is not always as that easy.

Common challenges that you may encounter when managing high performers include:

They tend to get impatient and bored,since they grasp concepts faster than the average person.They may not need frequent training or reminders.They are often eager and ready to tackle the next big thing.

High performers are always perfectionists.Strong performance is what sets them apart.In their minds,failure is unacceptable.They will do whatever it takes to reach a goal.Problem is,they may end up putting too much pressure on themselves.If they are strugling to get results,they may start neglecting their health and well-being,working longer hours,skipping meals.They sacrifice their own well-being to meet short-term deadlines and goals.This may weaken their productivity.Those who manage high performance,need to recognize this challenge,gently reminding them to pace themselves and think about their contibutions on a larger scale

They risk burn out and burnt out.Despite all their efforts,if they fail,they can really be had on themselves.

Sometimes they lack the perspectives to realize that no one wins everything,everytime.World-class over achievers can beat themselves up Managers play a crucial role,in helping them realize that failure is not the end of the road.

High achievers are normally over independent.High achievers have likely succeeded by being self- motivated and self-sufficient.That is how they consistently out-perform their peers,which means they may view those colleagues as competitors.If that attitude goes unchecked,it can bring tension and jealousy among team members.High performers may not be skilled at reading those underlying currents.If they want to be successful in the long-run,they will need to develop connections,and working more collaoratively

High performers,may think that results outweigh protocal.They may find some activities as team-building,socializing or turning in reports to be trivial.Managers can be inclined to overlook,some of those violations,as long as they consistently bring in results.But that can work against their roles as team players and they can be perceived wrongly.High performers need to inderstand corporate standards,company atandards rules and regulations,By embracing protocal,they show that they don't see themselves as excempt or priviledged.These common challenges are rarely deal breakers,but they need to be addressed.Knowing about them gives a you a head start on handling them and managing your top talent,more successfully.

If we want high performers to continue delivering great results,we need to understand and consistently meet their unspoken expectations.Common expectations exhibited by high performers include:

Challenging work.High performers are driven,ambitious and natural problem solvers.They expect to spend their days,working on projects that are interesting and diverse,making good use of their considerable talents.They actually crave for juicy,complex roles that tap into all their areas of expertise.They also expect to work with someone who is willing to delegate some of the media-high level initiatives.If the managers hoard all the good projects for themselves,high performers may think of going somehwere with better opportunities.

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 that they are not bogged down with annoying obstacles.They want to work for a manager who can cut though the red-tapes,get bidgets approved,gain stakeholder buy-in,and leave the rest to them.When high performer feel like they can't do their jobs,because of administrative barriers,and uneccessary 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.

Autonomy-They expect the freedom to get the job done.High performers are driven self-starters and they do not want to be micro-managed.They expect a certain amount of trust,in their ability to meet the stated goals.They feel like they need 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 feel the manager is infusing too many guidelines,or nitpicking without a goo reason,their enthusiasm for reaching lofty goals may drop off drastically

Recognition-High achievers expect to be recognized for their contributions.High performers frequently carry the load for the team in achieving certain milestones and they do not want to be taken for granted.It is easy to overlook their powerhouse contributions.They repeatedly deliver.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 of the high performers remaining and meeting their needs.