(July 22, 2024 Newsletter)
Dear Comm&Lead community,
You might have noticed that you haven’t seen an email from me in your inbox since the spring. That’s because I gave birth to two wonderful little boys at the end of April! I’m back to work, so please be in touch as you plan your coaching, training, and facilitation needs for the second half of 2024.
Ok, here we go!
One of my favorite concepts from Kim Scott’s book Radical Candor is that there are two distinct kinds of high performers on teams: rockstars and superstars. The difference is not in their work output or quality, but rather in their current career trajectories.
Rockstars are on steadier career trajectories while Superstars are interested in an accelerated upward path.
Why it matters: At different points in life, people have legitimate reasons for wanting to flatten or accelerate the curve of their growth path.
If you want to maximize your highest performers’ time on your team, don’t assume that you know their desired path; you might be out of sync with their goals.
It goes in both directions. From their perspective, it sucks to be held back when they want to advance just as much as it sucks to be given more responsibility you feel you can’t take on.
First step: Identify who falls into which category
Questions to ask your high performers in your next big picture 1:1 or review:
How satisfied are you with your current level of responsibility?
Looking ahead six months, what would an ideal workday or week look like for you?
What are you currently working on that you wish you were doing more or less of?
How does what you’re currently focused on connect to your ideal bigger picture
Their answers should indicate whether you’re on the same page about their career growth.
Second step: Acknowledge gaps
In an ideal world, if someone tells you that they want more responsibility you’d be able to give it to them. Same with those who say they’re happy with their current level of responsibility.
Unfortunately, that’s often not the case. I’ve written before about handling team members who have outgrown their roles: these are Superstars whose trajectory is too flat. The opposite is also quite common: it might happen that you want someone to step up but it’s not the right time for them to do so.
Don’t shy away from probing questions. During the conversation, if you sense hesitation in their voice, or the person offers vague answers, lean into your curiosity. Ask about their current considerations, whether they have an estimated timeline in mind, and/or what might change their answer down the line.
If the gap seems wide, honesty is the best policy. If they clarify that they don’t want added responsibility (or that they want more than you can give), don’t promise anything you can’t deliver. It’s better to offer to circle back with proposed next steps.
Consider this conversation a kickoff, not a one-off. Don’t feel pressured into resolving everything in this initial conversation. Assuming the person is truly one of your prized top performers, it’s better not to rush if there’s no fire.
Third step: Work toward a diverse team
A team of only Superstars sounds good but can lead to high turnover or turf wars, while a team of Rockstars could lack the motivation to go above and beyond.
Having a healthy mix will ensure that movement is possible for those looking for it while there are those who are happy holding down the fort on essential functions.
Hire for what’s missing. Hiring shouldn’t only focus on skills, knowledge, and aligned values. Envision the energy levels you want on your team and seek them out.
Final thought: We’re only talking about your high performers here (and hopefully you have many!), but they play a big part in your overall team planning. While you might be concerned with your mid and low performers, don’t overlook the importance of planning with your highest performers how to get the most out of them.
In short, let them be your partners and they’ll reward you with high retention, not only high-quality outputs.
The Coaching Corner
“What do you want me to look out for?”
When you are in a position to be giving feedback, this question is an excellent way to ensure buy-in and partnership before you begin. It gives the team member a chance to point your attention to a specific growth edge.
Another variation? “What kind of feedback would you like from me?”
Recommendations
LOVE this recent HBR article on supporting team members who are visibly upset or stressed. The authors provide an easy 2x2 to know how to approach them, based on how close they are to a deadline and whether they seem like they’re coping.
Has anyone watched Planet Earth III yet? I’m a big fan of nature documentaries, especially those with storytelling that stays with you. I caught the first two episodes on a recent flight and was reminded how amazing the creators are at building mystery, tension, and resolution into otherwise disparate moments. They write logical transitions between scenes, and of course, we would be nowhere without David Attenborough’s dramatic delivery. I could go on, but I’ll stop there.
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