It is common for leaders to spend most of their feedback time on under performers while neglecting their top performers. This is a huge disservice to talented employees and sends the wrong message. When this occurs, top performers ask themselves “why should I continue to outperform when I’m not valued by my manager?”
Not only is it a disservice to your high-performing employees, it’s often unproductive for you. In the book, First, Break All The Rules Marcus Buckingham & Curt Coffman states “Remember the revolutionary insight common to great managers: People don’t change that much and don’t waste time trying to put in what was left out.” In other words, time spent with your high performers will provide you with a better return on your investment.
Your superior talent need and deserve just as much of your time as your employees who are not performing to expectations. Top performers delivering superior results have potential to take on much larger, impactful roles in the organization. They are often your organization’s future leaders.
There are also the valued performers in your organization whose consistent, solid performance would be missed by team members. They are the ones you count on to do quality work. Leaders need to remember these important team members and have ongoing talent conversations with them as well.
Time spent developing your top talent is more productive for you and builds a more productive team. To successfully take that next step invest in performance feedback training so you have the right tools to streamline the process. The right training and technology will provide you with a solid foundation to implement the feedback and development process for top talent.