10 Suggestions for Managing High Achievers

Every manager wants a high-performing employee, right?Yes, everyone desires to work with creative individuals who do big things.

These employees aren't necessarily simpler to manage, though. To get the best out of them and keep them feeling valued, motivated, and engaged, a great manager is still required.

Strong connections, honest communication, and a growth-focused mindset are the keys to working with top performers and preventing burnout. You'll need a cautious, deliberate performance management plan to put that into action.

Here are ten recommended practices for managing high performance employees that you should have in mind as you get to know that superstar worker.

Autonomy and flexibility first

Micromanaging a high performer is the worst thing you can do to them. Trust them to determine where, when, and how work is done instead.

These workers are aware of how to improve their own output and provide the highest quality job. Give kids room to experiment and innovate; you never know when they'll come up with some fresh, original ideas.

Clear expectations and goals

Clarity is important at all times, but it's especially important for these individuals to perform at their peak. They are motivated and satisfied with a job well done, so it's crucial that they are aware of when expectations have been met.

Additionally, you must be very clear about which targets are baseline output expectations and which are "stretch goals." Overly ambitious goals might encourage people to work "at any cost" to achieve them, which can result in subpar work or even unethical actions. An effective strategy for achieving goal clarity is the objectives and key results (OKR) framework.

Develop psychological safety and trust

Make sure top performers feel comfortable discussing their true performance, both good and bad. These employees can easily keep working hard, say yes to requests, and take on more work since they are so capable.

A strong performer may not even show signs of burnout or disengagement. They are not likely to divulge such knowledge, and they are capable of carrying on with their work even when they are not satisfied. Instead, you must actively inquire, maintain contact, and demonstrate to them that sharing has no adverse effects.

Use frequent check-ins to get feedback and listen

You'll create strong enduring ties between staff members and managers through routine check-ins.

At each of these meetings, provide input. These employees want to advance, change, and perform better. They require feedback in order to maintain that process up to date and in line with their own and the company's objectives.

Listen to their suggestions and opinions at check-ins as well. These workers probably have suggestions for novel—and potentially superior—methods of carrying out your tasks. Be receptive to those concepts even if they have nothing to do with your job.

Give them the proper work, not the most work

The saying "the reward for good work is more work" has probably crossed your mind. Don't allow your top performers to experience that.

You know they can manage it, so resist the urge to give them every essential duty. They might agree, but if continual performance is expected, they'll feel abused, exhausted, and burned out. Instead, assign them tasks that are appropriate for their professional interests, aspirations, and areas of strength.

Give them access to individuals they can learn from

Never ask a powerful employee to bear the weight of others. It is unfair to put a high performer in a low or mediocre performer's setting with the expectation that they will improve it. They might even feel pressured into taking on unpaid leadership roles as more people turn to them for support.

Make sure they're forming connections with people who can motivate them and help them achieve their professional objectives. Think of ways to offer it elsewhere in your firm if you can't do it for your staff.

Ensure that no one feels excluded

A toxic workplace can emerge fast if other employees feel as though they are just standing by while a high performer gets all the attention.

Instead, cultivate enduring connections with each team member. Ascertain that everyone knows you recognize and value their own abilities and that everyone has access to feedback, opportunities, and praise.

Recognize their efforts and accomplishments

High achievers thrive on compliments. Never let them feel that their efforts were wasted or undervalued.

Learn more about your high-performing employee so you can determine the type of employee recognition that will mean the most to them. We've provided a ton of fantastic suggestions for employee appreciation elsewhere on our blog.

Envision paths for career growth

These workers are career- and future-focused. If they don't feel like they are growing, being pushed, and seeing genuine prospects for growth, you will lose them.

Learn where your high performers want to go in the long run during your routine check-ins. After that, make an attempt to assign them work that supports those objectives. This entails keeping an eye out for suitable projects, chances for learning and growth, and internal openings elsewhere in your company.

Data-driven high performance management

The key to managing great performers is to build trusting connections, communicate honestly, and provide ongoing feedback.

It can be extremely difficult administratively to provide that level of performance control. That can be changed with the help of IceHrm's performance management system.