MY RECOMMENDATIONS REGARDING THE HARVARD BUSINESS REVIEW'S ARTICLE ON VALUING HIGH PERFORMERS

I have read Harvard Business Review 's article "3 Ways to Make Sure High Performers Feel Valued" published under the HBR Management Tip of the Week" and my thoughts are presented below:

Topic: Enhancing Retention and Recognition of High Performers

SECTION 1: IDENTIFYING THE PROBLEM - HIGH PERFORMER TURNOVER

Observation: High performers often leave due to a lack of feeling valued ("anti-mattering"), not compensation or external opportunities.

Recommendation:

Conduct exit interviews to identify common drivers of dissatisfaction.

Implement regular employee surveys focusing on emotional connection, purpose, and relationships.

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SECTION 2: RELATIONSHIPS WITH MANAGERS

Observation: Strong manager-employee relationships significantly impact retention. Managers often fail to recognize the emotional and professional needs of high performers.

Recommendation:

Train managers to develop emotional intelligence and interpersonal skills.

Implement mandatory check-in routines for managers to engage with their team consistently.

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SECTION 3: STRATEGIES FOR RECOGNIZING HIGH PERFORMERS

1. NOTICE HIGH PERFORMERS

Observation: Leaders focus too much on underperformers, neglecting consistent contributors.

Recommendation:

Introduce a system for managers to track interaction frequency and quality with high performers.

Utilize daily or weekly check-ins to assess personal and professional well-being.

Use tools like “stoplight check-ins” to gauge team energy levels.

2. AFFIRM HIGH PERFORMERS

Observation: Feedback is often generic, failing to acknowledge unique contributions.

Recommendation:

Provide training on delivering high-quality, personalized feedback.

Use a structured format for affirmations, specifying the setting, observed behaviors, unique strengths, and impact.

Incorporate affirmations into regular team meetings or one-on-one sessions.

3. SHOW HIGH PERFORMERS THEY ARE NEEDED

Observation: High performers feel replaceable, leading to disengagement.

Recommendation:

Use metrics to highlight individual contributions (e.g., performance data showing their unique impact).

Encourage managers to frequently acknowledge high performers’ critical role with statements like, “If it wasn’t for you…”.

Develop personalized career paths to demonstrate long-term value to the organization.

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SECTION 4: ORGANIZATIONAL CULTURE AND LEADERSHIP

Observation: A culture of significance and recognition is crucial for retaining talent.

Recommendation:

Foster a culture where recognition is embedded into daily interactions rather than relying solely on formal programs.

Establish clear expectations for leaders to engage in intentional actions showing appreciation.

Share success stories of how recognizing high performers has positively impacted retention and productivity.

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IMPLEMENTATION PLAN

1. Short-Term:

Start weekly manager training on emotional intelligence and feedback techniques.

Roll out daily check-in tools and tracking mechanisms.

2. Mid-Term:

Establish a recognition program rooted in personal affirmations and metrics.

Develop a structured manager accountability system for employee engagement.

3. Long-Term:

Embed a “culture of mattering” into organizational values and leadership evaluations.

Continuously review retention and performance data to refine strategies.

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These recommendations aim to improve emotional connection, recognition, and perceived significance among high performers, ultimately reducing turnover and enhancing organizational performance.