High performers are essential to a team's success, often producing significantly more output than their peers. However, they frequently receive lower-quality feedback, as managers tend to focus on those who underperform.
Neglecting the development needs of high performers can lead to disengagement. To retain them, managers should provide constructive feedback, emphasizing growth opportunities rather than flaws.
Effective feedback should avoid fixed-mindset language and concentrate on skills and behaviors instead of personality traits, thereby motivating high performers and supporting their development.
Managers must be cautious about reinforcing negative stereotypes, as they can disproportionately affect underrepresented groups. Clarity in growth pathways can significantly improve high performers' engagement.
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