Managing High Performers
Rūta Marcinkevičiūtė-Jaskutėlė
11/3/20242 min read
What are our challenges?
Managing high performers presents several challenges. One of the primary difficulties is balancing autonomy with guidance; high performers typically thrive with independence, but too much freedom can lead to misalignment with team goals or organizational priorities. At the same time, excessive oversight can stifle their motivation.
Another challenge is maintaining their motivation over time—while high performers are often self-driven, their needs and goals may evolve, requiring managers to continuously provide new challenges and growth opportunities to keep them engaged.
Finally, recognizing and rewarding high performers can be tricky. While recognition is essential to reinforcing positive contributions, it must be meaningful and balanced to avoid creating unhealthy competition or resentment within the team.
Explore our internal resources
Recognition
This handbook page will provide practical strategies, best practices, and step-by-step processes for acknowledging individuals' and teams' contributions. It also provides creative ideas to help you give meaningful recognition and a well-deserved "thank you."
Different kinds of 1on1s
This handbook page will provide you with guidance on how to conduct:
'Stay Interview', which aims to improve retention
'Growth Dialogue' with clear action items prior, during and after the conversation.
P.S. There is a way for gamification
Coaching
The key to managing high performers is enabling them to share knowledge, take ownership, and confidently drive results. By asking thought-provoking questions, coaching helps them discover their own solutions, building self-confidence and independence. Their sense of responsibility and engagement deepens.
Find question lists and models to be used in coaching below.


Scaling People:
page 376-385
Case Study
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