The Fine Art of Managing the Thoroughbreds: Feedback for High Performers
Let’s be clear. This isn’t about coddling the fragile egos of your average employees. This is about managing the thoroughbreds, the rockstars, the 10x-ers who pull the rest of the team across the finish line. These are the people who make your quarterly numbers, who innovate, who attract the best talent, and who ultimately determine whether your company is a unicorn or a unicorn carcass rotting in the startup graveyard.
High performers are different. They’re not motivated by the same things as the rank and file. They’re not looking for a pat on the back and a “good job.” They crave challenges, they demand excellence, and they expect you, their leader, to elevate their game. This means your feedback can’t be generic, it can’t be soft, and it certainly can’t be infrequent.
Here’s the my guide to giving feedback to high performers:
1. Radical Transparency, Brutally Honest: Forget the feedback sandwich. High performers see through that bullshit faster than you can say “performance review.” They want the truth, unvarnished and direct. If their presentation deck was underwhelming, tell them it lacked the usual spark. If their code has bugs, don’t sugarcoat it. Be specific, be data-driven, and be brutally honest.
Think of it like training a world-class athlete. Do you think their coach tells them “you’re doing great, champ!” when they’re slacking off? No, they push them, they challenge them, they point out every flaw in their technique. High performers respect this honesty. They crave it. It shows you’re invested in their growth and that you see their true potential.
2. Focus on Impact, Not Effort: High performers are results-oriented. They don’t care about how many hours they put in or how many meetings they attend. They care about the impact they’re making. So, when giving feedback, focus on the outcomes. Did their project move the needle? Did their strategy generate revenue? Did their innovation disrupt the market?
If the answer is no, don’t praise their effort. Instead, help them understand the gap between their current performance and the desired impact. Ask them what could be done differently, what resources they need, and what obstacles they’re facing. Remember, high performers are problem solvers. Give them the information they need, and they’ll figure out the rest.
3. Feed their Ambition, Fuel their Growth: High performers are ambitious. They want to climb the ladder, expand their skillset, and take on bigger challenges. Your feedback should fuel this ambition. Identify their strengths and help them leverage those to achieve even greater things. Push them to take on leadership roles, to mentor others, to become thought leaders in their field.
Don’t be afraid to give them stretch assignments, even if it means they might stumble. High performers learn from their mistakes, and they thrive on the opportunity to prove themselves. By feeding their ambition, you’re not just developing individual talent, you’re creating a pipeline of future leaders for your company.
4. Make it a Dialogue, Not a Dictation: Feedback shouldn’t be a one-way street. High performers have valuable insights and perspectives. They’re often closer to the work than you are, and they may have a better understanding of the challenges and opportunities. Encourage them to share their thoughts, to challenge your assumptions, and to offer their own solutions.
This doesn’t mean you have to agree with everything they say. But by creating a dialogue, you’re showing them respect, you’re fostering a culture of open communication, and you’re tapping into their expertise. Remember, the best leaders are also the best listeners.
5. Regularity is Key, Not Just Annual Reviews: Annual performance reviews are archaic relics of the industrial age. High performers need regular feedback, not just once a year. Make it a habit to check in with them weekly, bi-weekly, or at least monthly. These check-ins don’t have to be formal sit-down meetings. They can be quick conversations, email exchanges, or even Slack messages.
The key is to provide consistent feedback, both positive and constructive. This allows high performers to course-correct in real-time, to stay motivated, and to continuously improve their performance. Think of it like a GPS for their career. The more frequent the updates, the more likely they are to reach their destination.
6. Public Recognition, When Earned: High performers don’t need constant praise, but they do appreciate recognition when it’s genuinely earned. Publicly acknowledging their achievements, whether it’s in a team meeting, a company-wide email, or even a social media shout-out, can be a powerful motivator.
But be strategic about it. Don’t just throw around generic compliments. Be specific about what they accomplished, why it was important, and how it impacted the team or the company. This not only boosts their morale but also sets a high bar for others to aspire to.
7. Invest in their Development, Show them the Path: High performers are an investment. They’re the engines that drive your company’s growth. So, invest in their development. Provide them with opportunities to attend conferences, take courses, and learn new skills. Connect them with mentors and industry leaders who can help them grow.
And most importantly, show them a clear path for advancement within the company. High performers want to know that their hard work will be rewarded and that there’s a future for them within the organization. If they don’t see a path forward, they’ll find one elsewhere.
Two Of Hearts
Managing high performers is not for the faint of heart. It requires a different approach, a different mindset, and a different level of commitment. But the payoff is immense. By giving them the feedback they need, the challenges they crave, and the recognition they deserve, you’ll unlock their full potential and unleash a level of performance that will propel your company to new heights.
Remember, in the world of business, talent is the ultimate currency. And high performers are the gold standard. Treat them accordingly.
Hi there, I’m Brian, and in addition to this Medium, I wrote Talk Tech To Me. I take on the stress and strain of complex technology concepts and simplify them for the modern recruiter.
