How To Manage High Performers

High performing talent can make or break a project’s success—or an entire organization’s success. Recent research suggests that high performers aren’t just a little bit more productive, they are drastically more productive than average. One study found high performers created 400 percent more value than their average counterparts.

But it’s not enough to merely attract high performers and set them loose. Even the best employees need support and supervision from their leaders.

In this episode, we’ll outline how to manage high performers with six tactics any leader can apply that make a big difference in turning potential into productivity.

0:00 Introduction
1:22 Give Expectations Clearly
2:12 Offer Autonomy Openly
3:37 Adjust Workload Accordingly
5:05 Talk Development Frequently
6:33 Give Feedback Regularly
7:25 Promote Purpose Prosocially
9:14 Conclusion

At first glance, these six tactics may not seem unique to high performers. It may seem like every employee would respond well to these tactics. And that’s true. These tactics speak to the core of what motivates and empowers everyone. But high performers know a secret that many of their colleagues have yet to learn. They know that they need the company less than the company needs them. And so, they’re more likely to leave quickly if they’re not being motivated or empowered. Recognizing this, the smartest leaders turn these six tactics into regular habits. And in doing so they build a team where everyone—whether high performers or future high performers—can do their best work ever.

//DO YOUR BEST WORK EVER

//LIKE THE SHIRT?

//ABOUT DAVID
One of the world’s leading business thinkers, David Burkus’ forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever.

He is the best-selling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world’s top business thought leaders by Thinkers50. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He’s worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy.

A former business school professor, Burkus holds a master’s degree in organizational psychology from the University of Oklahoma, and a doctorate in strategic leadership from Regent University.

//SPEAKING

//CONNECT

//MUSIC

[evolvep]

Im a high Performer. I ve been with the company 7 month and since day one I accomplished my monthly sales quotas within a weeks time. I can’t help it but it’s easy for me. This was a good video. My manager gave me complete autonomy. I have all the freedom I can ask for. They require me to do 30 medical sales orders a month. This this week already have 40.

[kq]

Good video. A couple of points:
1. Productivity doesnt just mean quantity, its also quality and innovation. The last area is where high performers really differentiate from the crowd.
2. The x amount of productivity gains delivered by high performers is dependant on external factors, including the complexity of the work. If the task isnt complex and large, then the productivity gains are still larger but not as large. This exponentially increases as the task/project etc gets more complex and thats where the 400x and numbers that differentiate really become evident. I would suggest put your high performers on the most pressing, important, mission critical tasks- thats how to get the highest value from them...and i think you will find that high performers themselves want to be assigned to such tasks/projects.

[darrellharmon]

More great practical advice, David. If only one of my former (heck, ALL of my former) leaders had listened to you! We both would have benefited and been saved from strained relationships.

Here's a question: How do you help a manager of HPs not feel threatened by their direct reports' skills and success? Even more, how can managers feel comfortable with the initiative HPs take to decide their work projects? In other words, if I manage HPs how do I balance my control and their autonomy?

[Big_Rypsy]

This is great! I’ve been struggling on how to grow my teams performance as well as how to manage the production of our associates that doesn’t result to do this or else. Very good stuff.

[jasantana]

I'm a high performer on my team with an almost 200% increase over my teams' ticket volume, plus I handle IT onboarding, North America knowledgebase, and team lead... it doesn't seem management recognize a higher performer right in front of them, I requested a promotion that reflects my current strengths, contributions made and even created a job title for the company and I keep getting the same story "all these hurdles with HR, etc." I held the same title for the past five year, its hurting my career development and I believe I can be more valued to another company who can recognize my strengths, values, and autonomy to produce quality work.

[TimothyHughes]

Great video David, lots of great advice in here.

[guiller]

"Give expectations clearly"; I like this rather than the nonsense of "hire smart people and don't tell them what to do ", which is the dumbest thing I have ever heard at work.

[jaaguitar]

Hero anti-pattern and the bad parts of high performers also needs covering. Often there will be other team members wanting to do a task, but the Hero wants to do everything themselves. "High performers" can also be control freaks which the manager might not see.