Do You Have What it Takes to Manager Your Toughest and Often Best Employees

Do You Have What it Takes to Manager Your Toughest and Often Best Employees

Handling Your Most Challenging and Possibly Best Employee

Managing top talent comes with unique challenges in today's rapidly evolving business landscape. Among these challenges is handling your best employee, who may also be your most challenging. These star performers often drive innovation and hold the potential to propel your company forward, yet they can also be demanding, unyielding, and sometimes challenging to manage.

Understanding the Dynamics

Before addressing how to manage such employees, it's crucial to understand their mindset. High-performing employees often have a clear vision of what they want to achieve and consistently push boundaries to reach their goals. This drive can lead to friction if their ambitions align perfectly with organizational objectives or feel they need to be recognized for their contributions.

Key Challenges


Communication Gaps

Miscommunication or lack of communication can lead to misunderstandings and frustration. High performers crave transparency and must understand how their work contributes to the bigger picture.

Alignment with Organizational Goals

Ensuring your best employee's goals align with the company's objectives can be challenging. They may have ideas about how things should be done, which might conflict with the established processes.

Balancing Autonomy and Guidance

These employees often function best with a high degree of autonomy but may also need guidance and mentorship to align their efforts with organizational goals.

Strategies for Effective Management

Open and Transparent Communication

Foster an environment where open communication is encouraged. Regular one-on-one meetings help address concerns and align personal goals with organizational objectives. Providing clear feedback and recognizing their achievements can go a long way in keeping them motivated.

Encourage Innovation

Rather than stifling their creativity, encourage these employees to innovate and take calculated risks. Provide them opportunities to lead projects or initiatives that align with their passions and the company's goals.

Provide Continuous Learning Opportunities

High performers are often lifelong learners. Offering them professional development and growth opportunities can keep them engaged and committed to the organization.

Set Clear Expectations

Establish clear expectations, including performance metrics and deliverables. This clarity helps them understand what success looks like and how their work contributes to the company's mission.

The Power of Positive Thinking

In managing top talent, it's vital to appreciate the role of mindset. Encouraging a positive attitude can significantly enhance outcomes:

Think Positively

Encourage your employees to adopt a positive outlook. Positive thinking can improve problem-solving skills and build resilience against challenges.

Use Affirmative Language

Guide them to use positive language in their self-talk and interactions. Replace "I can't" with "I can" to instill a sense of capability and confidence.

Conclusion

Managing your most challenging and best employee requires a nuanced approach that balances autonomy with guidance and aligns individual ambitions with organizational goals. By fostering a positive mindset, encouraging open communication, and providing growth opportunities, you can harness their potential to drive your business forward.


Call to Action: For more insights on effective leadership strategies and talent management, connect with industry experts or join our upcoming leadership webinar to refine your skills and strategy.

Milan Milivojevic, CPA

Private Equity and Manufacturing CFO

3mo

Great you pay that gift back. Never heard that story. Hope all is well in Michigan. Quite a Central Division this year. Go Packers!

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Mike Coyle

Manufacturing CEO | Interim CEO | Private Equity CEO | Operating Partner | Board Coach | Board Member | Outside + Independent Director | Early Stage Strategic Advisor

3mo

George - I learned a lesson from Denny Longren at Honeywell a long time ago. He was the VP/GM of our division. I was a junior program manager at the time. He made a surprise stop to see me at about 6:30 one evening. We were probably the last two in the buidling. In a 10-minute conversation he asked me what I wanted to do next, where I thought I could made the best contribution. He suggested marketing. I laughed. Then he suggested product development and I replied "definitely". He left saying he would watch for an opportunity. I walked out of the building feeling like this guy, who was 4 levels above me, knew me, cared about me, and made a commitment to help me. Two months later his assistant called and said Denny wanted me to start a new job as a product development PM on Monday. Ever since, this has been standard practice for those few employees I identify as key talent. Spend quanlity time with them. Make sure they know they are valued.

Tom W.

Results Driven President and CEO turned Restructuring and Turn Around Consultant and Interim Executive

3mo

George, thanks for posting. This was a good read!

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