High Performing Employees: How to Get the Best from the Best

She's the employee who steadfastly produces work on time. Her accuracy is beyond reproach. She sees problems before they arise. Often, she communicates solutions to her supervisor. On the other hand, she may have problems with tardiness. Her desk may be messy with projects. And, she may not live up to the dress code of her peers.

The high performing employee sets the curve, tackles her job with passion, and is unafraid of expressing her educated opinion.

She may be quietly modest or an extrovert who demands an audience. She requires more attention and less management. She is both the gifted resource and the thorn in the side for many a supervisor.

What Not to Do

If you're fortunate enough to have a high performing employee among your work team, there are certain things that should not be done as part of your management.

First, no micromanaging. High performing employees often need little supervision. Give them a project and let them tackle it. But if you breathe down their necks, you'll quell their initiative, their passion and their independence.

Do not demand that they follow a template. Let them design their own process, and they will often produce one that is more efficient and encompass a holistic framework.

Do not impede their progress. High performing employees are constantly developing - not only a better way to accomplish something - but their own level of professionalism. If a manager demands boundaries, then your high performing employee will devolve into a depressed worker with little ambition to contribute.

Don't be intimidated. It's an ironic fact that many times, the best and brightest workers are not in management positions. Individuals who tow the line, follow company policy, think within narrow perimeters - these are the people selected for management. They will not upset the apple cart and make a nice fit within a company's administration. Managers are sometimes blessed with creativity. But often, their thought processes are more linear. In other words, their way of doing things is in direct opposition to the high performing employee. When met with an individual who is "different," a manager may tend to view the person with suspicion and consider their efforts as competitive. Usually, there's no need. The outstanding employee would rarely survive in a management position.

What to Do

Encourage your outstanding employee. Give substantial feedback on their work. Acknowledge their contribution to the team. Allow them to work outside the boundaries of their job description. Learn how to mentor or refer this special individual to someone who can provide guidance. Overlook their eccentricities, whether it be a pattern of arriving late or an argumentative nature. Provide soft criticism when needed. Encourage their participation in extracurricular activities with their team. Get them out of their office on a regular basis to develop camaraderie with their coworkers. Overlook small infractions such as lateness, and concentrate on her more significant productivity.

Most importantly, respect this individual. She is bestowing her intelligence, talents and skills on your company, and more than likely, doing this at a salary that is grossly inadequate. Learn to recognize the benefits of such a worker. In the end, the supervisor must learn to adapt his management style if he wishes to keep the loyalty of such an individual.