- Give lots of feedback as to desired outcomes. Then allow the high performer to work towards these targets without too much input from yourself although still allowing for opportunities to review how they are progressing.
- Let the high performer know the boundaries within which you expect them to work. It’s ok for them to strive to do things differently in order to be more effective, but this should not be at the expense of processes and procedures.
- High Performers want to be inspired by the leadership, not managed. Try not to micro-manage their work and get in the way of their progress.
- Encourage the high performer to work with others. Not only sharing their expertise, but also understanding the challenges others face. A high performer should be prepared to collaborate with others to drive results.
- Be prepared to challenge high performers - You can do this by providing new opportunities or projects to get involved in. This will help keep them engaged with the organisation and reduce the chance that they will get bored.
- Praise, but don’t over-praise. Of course the high performer needs and deserves praise. However, if this is overdone it can lead to the high performer over-valuing their worth and becoming complacent. It can also build feelings of resentment within the team, which leads to poor performance in others.
This is a short excerpt from the Trainer Bubble training course materials for 'Managing Performance', which you can purchase from our website at www.trainerbubble.com