*Think about the high performers on your team often. Too often we spend “thinking time” on our problem performers, rather than focus our attention on how to nourish and support the parts of our team that are working.
*Encourage them to take breaks in order to re-charge. Not just breaks during the work day, encourage breaks when they turn everything off regarding work. High performers are particularly prone to burnout.
*Share high visibility projects with high performers. Give them the platform that allows them to shine. Seek ways to broaden the scope of their work, allowing them to see more of the company.
*Ask the high performer for his or her opinion. High performers want to be heard and they have a great deal to offer.
*Provide positive feedback, both privately and publicly.
*Encourage high performers to attend workshops, conferences and other networking opportunities.
*Acknowledge their contributions often. Don’t assume high performers know how you feel about their work.
*Respect their need for work-life balance and allow as much flexibility as possible.
*Create opportunities to meet face to face.
*Communicate often about new initiatives and trends. Never leave them out of the loop or wondering.
*Seek communication yourself. You cannot inform others if you are not informed.
*Remember that the organization’s commitment to them begets their commitment to the organization.
*Be a role model. High performers want to work with other high performers. They want to engage with people they respect and people they can learn from.