Managing and Engaging High Performers: Top 4 Tips

Managing and Engaging High Performers
We know from leadership simulation assessment research that high performers are naturally driven — motivation is often part of who they are. They consistently exceed expectations not just because of their skills, but because of their ambition and desire to achieve. Research indicates that high performers can deliver up to 400% more productivity than the average employee, making them critical to organizational success.

Savvy leaders understand that retaining this top talent requires more than recognition — it demands intentional management, meaningful engagement, and opportunities that challenge and inspire them. Without deliberate effort, even the most capable high performers can become disengaged or seek opportunities elsewhere.

What Can Go Wrong with High Performers
Being a high performer does not make someone immune to overwork, burnout, or disengagement. Organizational culture assessments consistently show that even top talent can struggle if their workload is unmanaged or their engagement wanes. Effective managers understand what drives their high performers and regularly monitor both their workload and their level of commitment.

While most managers apply these practices to all employees to some degree, the most effective leaders give special attention to their top performers. Why? Because the loss or burnout of a high-performing employee can have a disproportionate impact on team productivity and organizational results. For new managers, mastering the art of managing and engaging high performers is critical to sustaining performance and retaining talent.

Tips for Managing and Engaging High Performers
To avoid over-stressing your high performers to the point where you risk them leaving or disengaging, follow these tips gleaned from our nearly three decades of work in the field of employee engagement and retention.

1. Don’t Expect High Performers to Compensate for Substandard Performance
   High performers can inspire others and serve as role models, but managers must resist the temptation to rely on them to coach multiple underperformers or to pick up the slack for weaker teammates. Doing so is not only unfair — it can demoralize top talent and breed resentment.

   One of a manager’s primary responsibilities is addressing poor performance directly: identify what isn’t working, provide constructive feedback, and implement solutions. High performers should only be asked to mentor others if they have the bandwidth and genuine interest to do so. Leveraging their skills for inspiration is valuable, but expecting them to carry the team undermines both their engagement and long-term productivity.

2. Don’t Always Rely on High Performers for the Toughest Projects
   High performers consistently deliver results, but even they need opportunities to catch their breath or handle projects that are manageable rather than overwhelming. Project postmortem data shows that overloading top talent can quickly lead to burnout, eroding both engagement and long-term performance. Smart leaders balance challenge with sustainability — pushing high performers strategically, not relentlessly, ensures they stay motivated, productive, and committed over the long haul.
3. Don’t “Reward” High Performers with More Work
   High performers are often the go-to resource for managers and teammates simply because they excel at everything they touch. However, these extra requests — though seemingly small — can drain their time and energy. To protect their productivity and engagement, ensure top performers have the space to focus on their own growth and responsibilities rather than constantly handling the tasks of others. Keep track of additional requests and intervene when necessary to prevent overloading your most valuable talent.
4. Don’t “Assign Them” Projects
   High performers thrive when they can pursue work that genuinely interests them. Allowing them to choose projects taps into their natural enthusiasm, giving them the opportunity to tackle challenges, acquire new skills, and gain visibility within the organization. This autonomy not only fuels their motivation but also strengthens commitment and engagement, turning opportunity into performance.

The Bottom Line
Effective managers understand that high performers require intentional attention. Engagement and retention of top talent demand more than recognition — they require careful management of workload, meaningful challenges, and appropriate rewards. Burnout is a real risk if these employees are taken for granted or overloaded. Protect your best people, nurture their growth, and ensure they remain motivated — losing them comes at a cost far greater than any short-term gain.

If you want to learn about managing and engaging high performers to improve employee engagement, download The Top 10 Most Powerful Ways to Boost Engagement