Every company has them… the employees that are exceptional performers. In the normal course of business, most companies have some process relating to goal setting and performance assessments. But in dealing with super performers, the thinking needs to be more flexible, or you could shut down that passion for extra-ordinary results.
These people are different, have different motivations, and need to be managed differently. They are the Super Performers.
There are three main types of the Super Performers;
1. The Doers: these individuals live off a need for achievement; they love a challenge, and are modest in that they are not motivated by recognition, but thrive on the satisfaction of having achieved the results. They get bored quickly, so giving them challenges is important, but it may be more motivating for them to initiate their own ideas. Doers can be individualistic, so herding them with less driven others on projects can be really unproductive, and the Doer will switch off. While they like to resist too much formality, (and performance appraisals are something they don’t favour) they do appreciate informal and regular feedback. They like to take the project or work to the next level, to make it better and work better with other high performers. The solution with Doers is to challenge them, give them regular praise, and let them loose on specialist areas where they can get results.
2. The Control junkies: these employees resist being told what to do, and they like to be centre stage. They will work on tough jobs that are visible to others; they thrive on public recognition, and fancy titles. Give them the work, but set them free because rules and reporting and red tape will be a serious demotivator. They want to be in control and hate bureaucracy holding them back. Make sure the Control junkie has an important title and lots of rope.
3. The Innovator: these are the risk takers who love to brainstorm and conceive new ideas, new ways of doing things differently. They visualize new systems, products, and solutions, but they need the space and latitude to do this. They need to fail to be successful, and big turn offs are being cautious, hampering their creative energy with rules. They thrive in an environment where there is a need to change, that the organization is truly looking for innovation, and new tasks or challenges are available to the Innovator. Performance appraisals for the Innovator need to be less metrics and measurement related, and more encouraging on the road to breakthrough innovation.