If high performers are 400% more productive than average ones…  How do you retain them once you’ve recruited them?
It’s a classic case of workload chess. The most resilient and capable individuals get more projects, the tight deadlines, and are always the ones to solve your problem. You can name your ‘go-to’ people.
However, at some point these individuals look around and realise two things:
1. Burnout potential.
High performance is a balance between stress and recovery. No human can constantly perform without both engaging tasks that stretch us, followed by rest and recuperation.
Consider how do you nurture and re-new your most valued resource. Job satisfaction comes from a desire to engage in activities that we value. Once those tasks are complete a celebration of achievement provides rejuvenation.
2. A lack of accountability.
It is often your high-performers that shoulder the workload, whilst low-performers go unchallenged. It may be that your high-performers bring these problems to you to seek a more sustainable workload balance.
Be courageous and hold your low-performers to account. Their poor performance could be the catalyst for your most precious resource to leave. Have empathy for their plight and action their solutions.
Are you providing the right environment for you high-performers to flourish?
What are your high-performers' ‘rules of engagement’? Reward them based on what motivates and what satisfies them whilst providing them with the feedback and acknowledgement they deserve. Remember to hold your low-performers to account and differentiate the two.
You can also develop and integrate coaching skills into your current role with our next Coaching Leader Programme - 3rd-5th June 2019
 Herman Aguinis and Ernest O’Boyle Jr., “The best and the rest: Revisiting the norm of normality in individual performance,” Personal Psychology, Volume 65, Issue 1, Spring 2012, pp. 79–119, onlinelibrary.wiley.com.