It is all too common for managers to focus their attention on bringing up the weaker performers, often to the detriment of higher performers. This is despite the outsized contribution that higher performers make to your organisation, and their potential to be the drivers of progress for the future.

So for this article, I’d like to share some thoughts on ways we can recognise and reward those top performers, beyond the norm of salary uplifts and bonuses.

  • Personalised development opportunities: offer high performers the chance to attend conferences, workshops, or training programs of their choice to enhance their skills and knowledge in areas aligned with their interests and career goals.
    • You needn’t specify which conference / workshop / program – give them the space to find what they are passionate about. A high performer in my team opted for a data visualisation course and then proactively taught others in the department the principles he had learnt.
  • Coaching contracts: top athletes have coaches to drill athletes in every area of their speciality, and it should be no different in the business world. Coaches can help an individual overcome personal limitations, challenge false assumptions, and release their capability. This in turn helps them to become effective coaches and mentors of the future.
    • Be mindful that there may also be individuals in your team that – with coaching support – could become the next high performer. Consider the additional barriers faced by being the only woman in the room, or the only woman of colour in the room. Sometimes your greatest team members may be hidden in plain sight, and simply need support to overcome these systemic barriers to potential.
  • Flexible work arrangements: provide high performers with more autonomy over their work schedules, such as flexible hours, remote work options, or compressed workweeks. This acknowledges their excellent performance while offering them a better work-life balance.
    • Bonus points here for keeping it personal. Putting a golf tee on a post-it note giving them time back means that much more, especially when they cancelled their golf to go the extra mile last weekend.
  • Special projects or stretch assignments: assign high performers to challenging projects or initiatives that allow them to showcase their skills, explore new areas, and take on leadership roles. This demonstrates trust in their abilities and provides valuable growth opportunities.
    • It means more when you explain why that special project has been assigned to them. I once assigned a great coder a project to build a strategy document, knowing this was new to him. The aim was to check in periodically, receive coaching, and become adept. We were consciously investing in him to build skills for his next progression.
  • Peer recognition programs: Implement a peer-to-peer recognition program where employees can nominate their colleagues for exceptional work. This encourages a culture of appreciation and allows high performers to receive recognition from their peers, boosting morale and team cohesion. Sometimes it simply means more to receive a thank you from a valued colleague than anything the company can formally provide.
    • Our version of this was a Star of the Month Excel spreadsheet. It simply had who was being nominated, what core behaviour they demonstrated, and a free text box to express what they wanted to acknowledge. The management team shared the result with all staff and voted once a month on the top three to be recognised in particular.
  • Gamification and Challenges: introduce gamified elements into the workplace, such as leader boards, badges, or point systems, to recognize high performers and foster friendly competition. This can add an element of fun and motivation to the work environment but be mindful of toxic competition.
    • I happen to be fond of badgers. When I saw a particularly great piece of work or behaviour, I would send a picture of a badger to that person to recognise it. Sure, it’s odd, but people got what it meant!
  • Mentorship or coaching Opportunities: provide high performers with the opportunity to mentor or coach other employees, allowing them to share their expertise and contribute to the development of their colleagues. This recognition acknowledges their skills and positions them as valuable resources within the organization.
    • I’ve seen high performers take on this role with great care and attention, often giving weaker performers – who you may not have sufficient time in the day to coach as much as you would like – that extra attention they need. It’s a triple win: for you, for the high performer, and the coachee
  • Professional development budget: allocate a dedicated budget for high performers to spend on professional development activities of their choice, such as courses and certifications. This investment in their growth demonstrates the organization’s commitment to their long-term success.
    • Be really conscious about how that training budget is being spent. Top performers may well be those that are willing to develop themselves out of hours, or be able to share the fruits of their study with others in the team.

Remember, it’s essential to adapt these approaches to fit your organization’s culture, values, and resources. Regularly communicate with high performers to understand their preferences and aspirations, ensuring that the recognition and rewards align with their needs and motivations. And one last thought: rather than taking the word of someone on the internet about ways to recognise your staff member, why not actually ask each individual in your team what would be most impactful and rewarding for them in terms of how they want to be recognised?

If you would like a free hour of coaching to move you forward in these or similar areas, just drop me a line below or at patientmindcoach@gmail.com