Managing Top Performers

In my previous management roles, I struggled with providing feedback to top performers and didn't dedicate enough time to them. I mistakenly believed my focus should be on helping struggling employees, assuming top performers would excel on their own. However, I've come to realize that, especially with younger, less experienced top performers, giving them significant attention is crucial. They thrive on constant challenges, and losing their engagement can be more detrimental than keeping lower-performing employees.

I've also learned the importance of standardizing feedback to ensure top performers don't feel treated differently. Balancing praise is essential; while it's vital to acknowledge their successes, pumping up their ego excessively can lead to avoidable mistakes.

Finally, I realized that setting clear metrics pushed those top performers to set records, as most of the people in the role I managed were highly competitive. Those people were mostly Solution Consultants (SCs) and Solution Engineers (SEs) that I managed, and the examples below will include them.

Giving feedback:

There's been a lot of talk about avoiding the "shit sandwich" for high performers, a term coined by Ben Horowitz . It's a feedback method where you start and end with positives, placing the criticism in the middle to make it easier to digest. Top performers may dislike the "shit sandwich" because they find it insincere and prefer direct, honest feedback over a padded approach. However, I learned that these things have nuances, and below is an example.

I read Ben's article about this after my first year in management, and it really resonated with me. I preferred this approach when I was an individual contributor and subconsciously used it with my own top performers, falling into the bias that assumes others who perform well must be wired like me.

When I started in management, I used the "sandwich" for low performers, thinking top performers could handle directness. I used a tough tone with high performers, thinking it was being direct because of my high expectations, focusing mostly on the negatives. This inadvertently led to a nasty atmosphere and a toxic culture, with top performers becoming more aggressive and others feeling I wasn't being fair. While I didn't prioritize being liked, I wanted to avoid a toxic culture where top performers' anxiety affected everyone.

To make adjustments, I changed my approach with top performers by focusing on positives to motivate them instead of consistently giving negative feedback. This shift had a similar impact on performance but contributed to fostering a positive and encouraging culture. For instance, instead of criticizing a lack of initiative, I highlighted a moment where initiative was shown. When managing SCs, recognizing their successes, like moments of conciseness, boosted enthusiasm and energy during demos.

The key takeaway is that even top performers appreciate a focus on when they do things right. It goes beyond mere praise. Using examples of their positive actions instead of just pointing out mistakes actually motivates them in a positive way.

Spending enough time:

I didn't give enough time to our top performers. I focused more on those who were struggling and ignored my gut feeling that it was a mistake. Top SCs/SEs thrive on challenges; they have a growth mindset, and most are inherently competitive. Creating an environment where they push themselves is the way to nurture their high-performing nature and mitigate the risk of losing their full potential.

I believe it's especially vital in startups to identify roles (like SCs/SEs) where there's a significant difference between the best and okay performers. Then, spend enough time with the best – realizing there is a tradeoff with some of the lower performers not being coached enough, resulting in some "attrition". The second-order impact is that you'll have a super competitive culture, but I think that is necessary for high-growth startups. As mentioned above, striking the balance between competitive and toxic is a fine line and the devil is in the details of day to day management.

Returning to my experience, as part of a simple change in my past management approach, I spent just as much time, if not more, in one-on-one meetings with top performers.

Top performers love metrics:

I made an effort to provide three clear metrics to everyone. Top performers particularly appreciated this approach, helping me effectively avoid micromanagement.

Earlier, I mentioned the importance of spending enough time in one-on-one meetings with top performers. These metrics provided them with an opportunity to ask questions to ensure they met the targets. For more experienced individuals, the metrics played a crucial role in accountability. They took the responsibility to inform me in advance if they were unable to meet targets and collaborated on solutions, understanding that failure to do so would warrant micromanagement.

Less experienced top performers, driven by a proactive mindset and the desire to surpass expectations, actively participated in these meetings, seeking guidance on how to enhance their performance and set new records on the metrics.

The metric reviews fostered mutual understanding of how the metrics functioned which helped them understand the "why". They felt in control of their work, consistently exceeding the metrics. Taking responsibility, they informed me in advance if unable to meet targets and collaborated on solutions, recognizing that failure to do so warranted micromanagement. Upon reaching their metrics, I granted them the freedom to work as they pleased, and they consistently delivered.

Skilled individuals take pride in their processes, allowing the results (metrics) to speak for themselves.

Summary:

Launching 3PA brings the exciting challenge of recruiting, managing, and retaining top performers. While top performers are valuable in established companies, their impact is even more crucial in startups, where they can truly move mountains. Top performers come in various forms and backgrounds. Investing sufficient time with them allows you to develop an early playbook for identifying the types of individuals you should consider hiring.

Stay tuned for more insights as I continue to share what I've learned.