Managing excellence can be challenging

Sometimes managers find themselves devoting so much time and effort to raising and improving the standards of the less successful members of the team that they overlook the very definite needs of the top performers.

It is important for managers not to leave the top performers to their own devices, just because they have proved their ability to be successful. They just might decide to prove it to a competitor by defecting.

Top performers need effective management just as much as anyone else. Even better results, a higher retention rate, and all the attendant benefits this has for the bottom line, can be the outcomes.

Top performers in sport know the value of a good coach. Medals are won by athletes and their coaches. In business the role of the manager is important because the principles of performance enhancement through coaching are just the same as in sport.

To retain top performers, organisations need to supply - in addition to fair compensation - such things as:

• A friendly, affirming work environment – this includes handling any conflicts in an open manner.
• An ability for people to move around the organisation to gain a variety of experience – and leadership throughout the organisation should be nurtured.
• An appetite and agility for continuous change – top performers do not want to be bogged down – if they see that change is encouraged they will be more inclined to stay.
• The sharing of important organisational information at all levels – excellent performers do not want to be kept in the dark – they have the capacity to think about the big issues facing the business so they want to feel included.

The reason stars perform so much better than their colleagues is their incredible talent. Generally, they have striving and impacting strengths that are off the charts. Such extraordinary talents often don’t make for well roundedness, but rather for idiosyncrasies. As a rule, these unique individuals present more than their fair share of management challenges.

Many management consultants suggest that in the 21^st century inspiring leadership and creating a sense of purpose are among the leading reasons people forego attractive offers and stay put. It's often said that people don't leave companies, they leave managers.

In managing a top performer, it is very important to do your homework, you need to get to understand what makes them tick and you need to be ready to discuss the future with them.

Top performers want to be doing things that make a real difference in terms of the short-term and long-term success of the organisation. They want to be involved with the issues that matter the most. Therefore, it is crucial that you take the time to identify your organisation's highest priority issues. Is it profit margin on your most popular products and services? Is it customer commitment scores? Whatever it is, your top performers want to know about it.

Managers who have had extended experience with outstanding people usually point to a small number of essentials in managing them. Some of the most obvious tactics include the need to:

• Look beyond the rewards of pay and promotion to uncover what else makes the A+ players in your team want to contribute more;
  
• Catch your top performers doing things right and give them a verbal pat on the back. Don't wait, and don't worry about swelling their heads.
  
• Be specific when coaching the top players. For example, if Suzie excels at winning add-on sales but tends to neglect the administration of her accounts, then say so. And offer specific examples.

It’s a good idea to ask your top people for feedback. It will give them an added sense of worth plus it may result in the boss getting really valuable feedback.