How To Manage High Performers

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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
If you liked this video and you want to help your team do their best work ever, check out the free resources we've compiled at davidburkus.com/resources
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//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.
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Like what you heard? Find more on David's speaking page (and find out about bringing him to your company or event) at davidburkus.com/keynote-speaker/
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//MUSIC
"Appreciate That" by David Cutter www.davidcuttermusic.com

Опубликовано:

6 июл 2024

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Комментарии : 25

@evolvep2747 3 месяца назад

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.

@DavidBurkus 3 месяца назад

Glad it was helpful! Sounds like a sweet gig.

@kq1777 6 месяцев назад

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.

@DavidBurkus 6 месяцев назад

Thanks!

@darrellharmon6130 2 года назад

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?

@DavidBurkus 2 года назад

Great question. It might be the subject of a future video. In general, giving autonomy means also communicating the limits of that autonomy. Whether that's an amount of money spent, time invested, or some other limitation. So I would start there. Make sure HPs know they have freedom but also that "beyond this point...call me."

@darrellharmon6130 2 года назад

@@DavidBurkus and what about the first part of the question--a manager who feels threatened by an HP's expertise?

@DavidBurkus 2 года назад

To be honest, I'm still mulling over that one. I know it happens...but for the life of me I can't figure out why someone would feel threatened by another's success. It may take me a few days of thinking to reach empathy for that perspective and get you an answer.

@darrellharmon6130 2 года назад

@@DavidBurkus my suspicion (based on experience) is that it's related to the control/autonomy question. When some leaders have stars on their team, they feel a threat to their power. "If my hot-shots know more than I do, how will I lead them?" This is a leader more concerned with a command-and-control approach than a collaborative or coaching approach. Like you, for the life of me, I don't know why someone would think that way, but I've seen it. It's so much easier and productive to collaborate with a high performer and gently guide their work and progress. It's like riding a horse--you can't overpower them, but you can guide them.

@DavidBurkus 2 года назад

@@darrellharmon6130 Yeah. You're probably right. I've only had that experience once, earlier in my career when I was still a professor. And then...I think it was more political. My Dean worried because my success gave me a direct line to her boss and she was worried what I was going to say.

@jasantana Год назад

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.

@DavidBurkus Год назад

Bummer. I would suspect that it's probably time to move on to a different organization then. If the issues are really "hurdles with HR" then your direct manager will understand. Or he/she won't and you'll get a glimpse of their true colors.

@jasantana Год назад

@@DavidBurkus thank you, it's an uncomfortable feeling to make that leap of faith but I have planning an exit strategy with backup plans if by end of year nothing changes I move on. I never understand why management/HR don't have the proactive foresight to retain talent rather than wait at the last minute to find out that individual has either accepted another job offer or leave into their own business to then offer the promotion and pay they have been seeking. It's a terrible play on their end. I know some people who left and the company tried to counter-offer but the individual denied and move onto other companies in part to maintain their dignity but also staying means it puts them at flight-risk and statistically most of those people who accepted the counter offer don't stick around after 6 to 12 months. Any idea why some companies don't take the proactive approach and use the counter-offer to give the employee what they have been seeking?

@DavidBurkus Год назад

Some companies know people are their greatest competitive advantage. Others just think they need butts in seats. And it’s hard to really know which is which when you’re across the interview desk (unless they let you talk to a cross-section of employees).

@SnowLeopardForever Год назад

YES!!!!! That is so true! Leaders don’t recognize when they have high performers. I am living that right now as a high performer myself. I asked for more challenging tasks with the opportunity of promotion/growth, and all I got was more of the same kind of work, and a “maybe in a few months” or “in a year” - I have worked for them more than five years! - about the challenging tasks and growth. So I am planning to leave in a year. I asked (more than once) and they didn’t hear me. So it’s time to go.

@ryanmcmillian6917 5 месяцев назад

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.

@DavidBurkus 5 месяцев назад

Thanks so much!

@TimothyHughes 2 года назад

Great video David, lots of great advice in here.

@DavidBurkus 2 года назад

Thanks so much!

@guiller2371 4 месяца назад

I would love to be managed like that. He is awesome.

@jaaguitar Год назад

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.

@DavidBurkus Год назад

The dark side of high performers...good idea!

@guiller2371 4 месяца назад

"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.

@DavidBurkus 4 месяца назад

The reality is smart people actually want to be known what the expectations are. They may not want to be told HOW to do what is expected of them. But they definitely want to know the expectations so they can try to exceed them.