Employee engagement and inspiring high performers are crucial topics in academia and corporate America today. While organizations and scholars strive to increase employee engagement, it's surprising how some employers unknowingly mistreat their high performers.
In this blog, we will explore three morale killers that can negatively impact high performers and discuss the importance of creating an environment that supports their unique needs.
Conformity, as defined by social influence, is the modification of one's beliefs or behavior in order to fit in with a group. It is often observed as compliance, where individuals alter their public behavior while privately disagreeing. However, high performers are typically non-conformists by nature. They strive to set themselves apart from the pack and excel in their careers.
Recognizing the innate drive and exceptional qualities of high performers, organizations should avoid imposing rigid constraints that stifle their natural abilities, as doing so can undermine their potential for outstanding achievements. Instead, fostering an environment that appreciates and celebrates the diverse strengths and approaches of these individuals can unlock their full capabilities, leading to remarkable results. By encouraging autonomy and valuing their distinct contributions, organizations can harness the power of these high performers to elevate the entire team and achieve unparalleled success.
Micromanagement is a destructive management style where supervisors closely observe or control employees' work. It not only consumes management's time but also demonstrates a lack of trust in employee performance and abilities. This can lead to employee frustration, demotivation, and burnout.
High performers thrive when given autonomy and trust. They prefer an environment where they have control over their work and can contribute to their full potential. By empowering high performers and giving them the freedom to make decisions and take ownership of their work, organizations can foster their engagement and tap into their unique talents.
High performers operate with a proactive approach, anticipating challenges and introducing systems to navigate through them effectively. In contrast, reactive environments drain and demotivate high performers. They crave an environment that allows them to embrace their visionary nature, foreseeing both challenges and opportunities.
New leaders stepping into their roles must prepare themselves beforehand to face the challenges that lie ahead. By adopting a proactive mindset, leaders can inspire high performers and create an environment that encourages creativity, problem-solving, and continuous improvement. Celebrating successes and fostering a forward-thinking culture will motivate high performers to contribute their best work.
To nurture high performers and foster engagement, organizations should consider the following:
By avoiding the three morale killers and implementing strategies that support high performers, organizations can create an engaging environment where these talented individuals can flourish. Remember, high performers think differently, act differently, and seek out environments that encourage their unique talents. Creating a conducive environment will not only retain high performers but also drive overall organizational success.
