Treat Your Top Performers Differently

Having consulted extensively on improving the "work environment experience," I think there are broad strategies that positively impact all of your employees and subsequently have positive outcomes -- attitudes, productivity, retention, and customer loyalty. In other words, managers and senior leaders can adopt and deliver more effective behaviors that will engage their entire workforce.

From time to time, I have heard the question, "Should I treat my top performers differently?" To read between the lines, the inference from the manager is usually along the lines of "I've got little time to administrate to my staff, is it okay to invest where it counts?" or "I don't really want to waste my time with all contributors." To this question, I go back to my first statement that there are a number of broad, group-based strategies that are useful to engage your entire workforce. Do it. It's still worth the time. Of course, for purposes of this discussion, I am not approaching the rhetorical subject of different incentives and compensation strategies -- that's a given.

I then say, consider what you could do differently in your one-on-one performance/career discussions with top performers. From my survey research on top performers, I found a few interesting items that lend themselves to me offering a few practical suggestions that pay off in the long run:

• Top performers have an extreme amount of focus/attention toward the business strategy and how their role and contributions fit into it. They simply need to be comfortable with it and at times will want to help shape it. (A) Engage them in discussions about the strategy, particularly if an emerging strategy is on the horizon -- they will want to weigh in. If they're not on board, they will likely be the first to leave. Guess what? They will also look carefully at business strategy characteristics in their next prospective opportunities. (B) Consider stretch assignments and other developmental resources that will allow them to exercise strategic thinking muscles. One well-known retail organization is currently doing this with their leadership high potentials. They fund projects that are formulated and implemented by their high potentials. These projects also have a positive financial impact on the organization where the benefits actually overrun the expense of the development program. I have a slightly different take on this strategy: make the resources available (whether it's funding or activities) to strong performers at all levels.
• Don't be afraid to signal the 'alpha order' among your contributors, allowing them to do special things from time time. One, it allows them to start performing some activities typically conducted at the next higher level. Two, it signals to the group that top performers will get perks from time to time. (A) Let a top performer lead a regularly-scheduled meeting you would otherwise be leading. (B) After talking through the opportunity to participate in an upcoming course, seminar or conference that will pay back large dividends, unlock your budget to fund this experience. Saying no is simply short-sighted and quite frankly shows poor business judgment.
• Top performers need to feel like they're growing. If things get stagnant, many get bored. I frequently hear the complaint that they do not get enough feedback. While you do want to reinforce positive behaviors they are doing and the outcomes they are achieving, don't be afraid to facilitate discussions (coach) on what they could do differently/better/more of. This includes (A) discussions about the competencies they are expected to deliver currently, and (B) previewing competencies they will need to develop in order to take on lateral, diagonal or vertical roles they may be interested in. (C) After understanding their aspirations, assist them (don't write) in the creation of a development plan that is targeted toward developing the competencies that are important in the next role that will grow their career. (D) Hold your top performer accountable for striving toward milestones within their development plan. I am not specifically talking about success or failure. They will fail and learn. That's part of the process. I am talking more about evidence on effort. (E) Offer to bridge your top performer over to network with people that could be important relationally to them in the future. These individuals could exist inside your organization or exist externally in associations, community groups, etc. (F) Don't stand in their way. Don't horde them. The organization can still win if they transition into other roles.

Those are just a few suggestions. Certainly, there are others out there. Care to offer up any?