Principles of Supervision: Managing - High Performers (Providing Challenges, Development Opportunities, Retention Strategies)

Managing High Performers (Providing Challenges, Development Opportunities, Retention Strategies)

Managing High Performers (Providing Challenges, Development Opportunities, Retention Strategies)

What This Is

Managing high performers involves creating an environment that fosters growth, engagement, and retention of top talent. This concept focuses on providing challenges, development opportunities, and retention strategies to keep high-performing employees motivated and committed to the organization.

Key Models / Frameworks / Steps

• GROW Model: A goal-setting framework that involves Giving, Reframing, Offering, and Watching. For example, a supervisor using the GROW model might ask a high-performing employee, "What are your goals for the next quarter?" (Giving), "How do you think we can reframe our team's objectives to better align with the company's mission?" (Reframing), "What specific actions can you take to achieve those goals?" (Offering), and "How will you measure your progress and hold yourself accountable?" (Watching).
• McKinsey 7S Framework: A model that identifies seven key elements to achieve organizational success, including Structure, Strategy, Systems, Skills, Share, Space, and Style. For example, a supervisor might use the McKinsey 7S framework to assess the skills and training needs of high-performing employees and develop a plan to provide opportunities for growth and development.
• 70:20:10 Model: A framework that suggests 70% of learning comes from on-the-job experiences, 20% from others (mentors, peers, etc.), and 10% from formal training. For example, a supervisor might use the 70:20:10 model to create a development plan for a high-performing employee that includes on-the-job training, mentoring, and formal training.
• Maslow's Hierarchy of Needs: A theory that suggests employees have different levels of needs, including physiological, safety, love and belonging, esteem, and self-actualization. For example, a supervisor might use Maslow's Hierarchy of Needs to understand the needs of high-performing employees and provide opportunities for growth and development that align with their individual needs.
• Herzberg's Two-Factor Theory: A theory that suggests employees are motivated by two types of factors: hygiene factors (e.g., salary, benefits) and motivator factors (e.g., recognition, challenge). For example, a supervisor might use Herzberg's Two-Factor Theory to understand the motivators of high-performing employees and provide opportunities for growth and development that align with their individual motivators.
• The 5 Whys Method: A problem-solving technique that involves asking "why" five times to drill down to the root cause of a problem. For example, a supervisor might use the 5 Whys Method to understand the reasons behind a high-performing employee's desire for a new challenge and develop a plan to provide opportunities for growth and development.
• The Situational Leadership Model: A model that suggests leaders should adapt their leadership style to the situation and the needs of their employees. For example, a supervisor might use the Situational Leadership Model to determine the best leadership style to use with a high-performing employee and provide opportunities for growth and development that align with their individual needs.
• The 360-Degree Feedback Model: A model that involves gathering feedback from multiple sources, including employees, supervisors, and peers. For example, a supervisor might use the 360-Degree Feedback Model to gather feedback from high-performing employees and develop a plan to provide opportunities for growth and development that align with their individual needs.

Practical Application

Meet John, a high-performing sales representative who has consistently exceeded his sales targets. His supervisor, Sarah, wants to keep John motivated and engaged, so she schedules a meeting with him to discuss his career goals and development opportunities.

Sarah: "John, I've been impressed with your performance over the past quarter. What are your goals for the next quarter?"

John: "I'd like to increase my sales by 20% and take on more leadership responsibilities within the team."

Sarah: "That's a great goal. To help you achieve it, I'd like to offer you a training program on leadership development and provide you with additional resources to support your sales efforts."

John: "That sounds great. I'm excited to take on new challenges and grow within the company."

Sarah: "I'm glad to hear that. Let's schedule a follow-up meeting in three months to review your progress and discuss any additional development opportunities you may need."

In this scenario, Sarah uses the GROW model to set clear goals and expectations with John, and provides him with opportunities for growth and development that align with his individual needs.

Common Mistakes

• Mistake: Failing to provide regular feedback and coaching to high-performing employees. Why it fails: High-performing employees need regular feedback and coaching to stay motivated and engaged. Fix: Schedule regular check-ins with high-performing employees to provide feedback and coaching.
• Mistake: Assuming high-performing employees are automatically motivated and engaged. Why it fails: High-performing employees still need to be motivated and engaged, and may require additional support and development opportunities. Fix: Regularly assess the needs and motivations of high-performing employees and provide opportunities for growth and development.
• Mistake: Failing to recognize and reward high-performing employees. Why it fails: High-performing employees need to feel recognized and valued for their contributions to the organization. Fix: Regularly recognize and reward high-performing employees for their contributions to the organization.
• Mistake: Assuming high-performing employees are automatically interested in leadership roles. Why it fails: High-performing employees may not be interested in leadership roles, and may require additional development and training to prepare them for leadership positions. Fix: Regularly assess the interests and abilities of high-performing employees and provide opportunities for growth and development that align with their individual needs.
• Mistake: Failing to provide opportunities for growth and development to high-performing employees. Why it fails: High-performing employees need opportunities for growth and development to stay motivated and engaged. Fix: Regularly assess the needs and motivations of high-performing employees and provide opportunities for growth and development that align with their individual needs.

Exam Tips

• Be prepared to apply theoretical models and frameworks to real-world scenarios.
• Understand the differences between various leadership styles and models.
• Be able to identify and explain the needs and motivations of high-performing employees.
• Understand the importance of regular feedback and coaching for high-performing employees.
• Be prepared to discuss the role of recognition and reward in motivating high-performing employees.
• Understand the importance of providing opportunities for growth and development to high-performing employees.

Quick Recap

• The GROW model involves giving, reframing, offering, and watching to set clear goals and expectations.
• The McKinsey 7S Framework identifies seven key elements to achieve organizational success.
• The 70:20:10 Model suggests 70% of learning comes from on-the-job experiences, 20% from others, and 10% from formal training.
• Maslow's Hierarchy of Needs suggests employees have different levels of needs, including physiological, safety, love and belonging, esteem, and self-actualization.
• Herzberg's Two-Factor Theory suggests employees are motivated by hygiene factors and motivator factors.
• The 5 Whys Method involves asking "why" five times to drill down to the root cause of a problem.
• The Situational Leadership Model suggests leaders should adapt their leadership style to the situation and the needs of their employees.
• The 360-Degree Feedback Model involves gathering feedback from multiple sources.
• High-performing employees need regular feedback and coaching to stay motivated and engaged.
• High-performing employees need opportunities for growth and development to stay motivated and engaged.
• Recognition and reward are important motivators for high-performing employees.
• The 70:20:10 Model suggests 70% of learning comes from on-the-job experiences, 20% from others, and 10% from formal training.