Review the performance of your top performers
I worked with a leader in the past who lamented that their top performers “always want to talk about their performance”. That’s true. They do. Would you rather they never wanted to discuss their performance?
Rather than an annoyance, this should be considered as a positive. Some leaders don’t like it because it makes them work (imagine that?). Top performers often want feedback and a development plan. A development plan helps them to feel as if they are getting somewhere. Without it, they are never quite sure if they are going in the right direction.
However, a development plan is only useful if it means something. If you have a plan, but never review it or hold people accountable for it, it’s pointless. Work with your high performing team members to develop the plan. Incorporate goals that develop key skills and experiences that they care about. The goals should also be relevant to the team and to their role.
Remember that sometimes what you consider to be a great skill or development opportunity may be perceived differently by your team. Don’t tell your team what they should be enthusiastic about, ask them. Tell them why you think a development opportunity or goal is good for them, then see whether they agree.
Explain the reasons behind key decisions
Top performers like to be kept in the loop. To understand what’s going on. They recognize that they are more skilled than many of their peers and feel entitled to explanations for decisions that affect them and the team. This can be threatening to some leaders, who don’t like explaining themselves.
All that’s really required is honesty and transparency. If your high performers are unhappy about a decision, explain why it was made. Keeping them in the dark will erode trust and have them questioning your leadership.
At the same time, you can’t coddle your top performers to the point where they are running the team. Explain your decisions, sure. But make it clear that it’s your decision to make, not theirs.
Let your top performers lead something
Provide your high performers with opportunities to lead parts of projects or functions of your team. Make sure they know they are accountable for it and tell their colleagues about the delegated authority.
Your top performers may not want to be people leaders, but they may want to lead key initiatives related to their role. Or they may like to lead a technical aspect of the work your team performs.
If you do delegate leadership in this way, make sure it’s real. Don’t pretend they are leading and then overrule everything they do. Hold them accountable so they feel personally responsible for the outcomes.