💭 Reflection - High Performers Strategies by Juliana dos Santos

Instructions

julianadossantos1 — 2024-11-20 19:35:18 UTC

Add Your Post: Click the plus sign (+) to create a new post. Share your strategies or point of view.
Engage: Read another post and comment by clicking the comment icon.
Optional: Add images, videos, or links to support your ideas.
Be Respectful: Keep responses constructive and supportive.

julianadossantos1 — 2024-11-20 19:35:18 UTC

I’ve found effective is giving high performers ownership of meaningful projects. I had a team member who excelled at problem-solving but felt stagnant in their role. After a 1:1 conversation, I assigned them to lead a cross-functional initiative that aligned with their career goals. They became even more engaged and started mentoring others on the team.

2025-01-16 17:27:45 UTC

I've done some things similar to what has already been posted but I also try to get their input and thoughts on conversations going on at the manager+ level(when it's not sensitive) helping them to feel included and like they're contributing beyond their day-to-day and current job level.

2025-01-17 14:58:43 UTC

Similar to what's already been posted, I gave a top performer the opportunity to lead quarterly learning sessions with our team. This allowed them to become a SME on several topics. To avoid perceived favouritism, I gave the rest of the team the opportunity to host sessions as well.

2025-02-14 16:04:38 UTC

I find it helpful to verbalize that me as the individual's manager am more interested in putting them on their desired career path than what the company needs/expects from them. I’ve found that an engaged and motivated individual working towards the next step in their career (and not chasing a promotion) outperforms those who are not. Actively working on career pathing and goal-setting outside of the regular performance cycles and processes is effective here.

2025-05-28 19:07:44 UTC

I once had a mentor share with me a tactic for my to do list, to scope "Is this a learning opportunity for me?" or "Is this a learning opportunity for a member of my team?" If it isn't a learning opportunity for you as a leader, you should be delegating to a member of your team so that they can grow and thrive. This has been a helpful way for me to approach not gatekeeping opportunities, such as opening the door for high performers to step into owning cross-functional meetings or leading team projects independently.

2026-01-21 20:14:50 UTC

When retaining high performers, the first thing I ask them to chat with me about is what they are looking to accomplish and what is the most important to them when it comes to what a job can provide. I want to make sure I understand what is important to them so I can put those items in front of them when looking to recognize and retain them.

2026-04-12 21:54:48 UTC

I use explicit language about something being a "stretch and test" assignment, that is being used as an opportunity to push them into a space that they might be uncomfortable in, but that I have trust in their ability to deliver against it, or I would not have assigned it. I connect to broader career track and how managers are 'stewards' of someone's career, not just the jobs they fill here. But the employee is in charge of their overall career, a great manager can help unlock it through recognizing and challenging those willing to take the next step.

I try to focus on motivation and work with high performers to identify what types of projects or stretch assignments would help motivate them. I've found that if you assign a project to a high performer but they're actually not excited to take this on, it can be worse for their morale rather than motivating.

2026-04-28 18:11:29 UTC