You’ve got a team of high performers who know what they’re doing and have the results to match. These are the people you count on—the ones who hit deadlines, solve problems, and drive success. But lately, something’s off. They’re still doing a good job, but… The attention to detail you could count on isn’t there. Results have dropped. You had to remind them to get that basic task done—again.

What’s going on? Should you intervene? Are they distracted, disengaged, or worse—burned out? How do you address the situation without coming across like a nag or micromanaging babysitter?

It’s normal for even your best people to experience periods of decreased performance. The good news is that with a collaborative approach, you can address the issue, help them get back on track, and strengthen your relationship.

Let’s look at why your high performer’s results might dip, and the practical steps you can take to help them course-correct without undermining their autonomy.

Why High Performers Hit a Slump

First, it’s critical to understand that a decline in performance isn’t always a sign of laziness, disengagement, or incompetence. High performers aren’t immune to challenges, and their slumps often have specific root causes:

Burnout from Overwork

High performers often take on more than their share of the load (be careful to avoid punishing strong performers by over-relying on their ability). Over time, this relentless pace can lead to burnout, diminishing their energy, creativity, and focus.

Unclear Priorities

Times of rapid change can muddy your top performers’ usual clarity. When everything feels urgent and important, even your best team members can lose focus on what matters most.

External Stressors

Personal issues—like family challenges, health concerns, or financial stress—can spill over into their work life.

Boredom or Lack of Challenge

High performers thrive on growth and new challenges. If their work has become repetitive or lacks a sense of progress, their motivation can wane—especially when they feel that the “basics” are little more than busy work.

Lack of Recognition

Even the most internally motivated people need to feel valued. If they feel taken for granted, they may disengage.

Hidden Barriers

Sometimes, a decline in performance isn’t about motivation or effort—it’s about obstacles they don’t have the tools or authority to remove.

Practical Steps to Address the Slump

Now that we’ve looked at reasons for the downturn, here’s how to address the situation in a way that supports your top performers and helps them find reclaim their mojo.

1. Start with Curiosity

Whatever is happening, you don’t have all the information. It’s time to get curious and learn what’s really going on. Begin with a one-on-one conversation, but frame it as an opportunity to connect, not a reprimand.

Try saying something like: “I’ve noticed a shift in [specific result or behavior]. I know you’re capable of incredible work, so I wanted to check in. Is everything okay? How can I support you?”

This approach keeps the conversation collaborative and shows you care about them, not just their results.

2. Invest in Clarity: Revisit Priorities

Sometimes, a dip in performance happens because high performers are trying to do too much. Help them clarify what’s most important right now.

You can make this a collaborative conversation by asking:

• “What’s taking most of your time and energy?”
• “What feels like it’s pulling you away from your major priorities?”
• “How can we adjust your workload or expectations to ensure you focus your energy where it matters most?”

These questions help them reset their focus while empowering them to take ownership of their time and tasks.

3. Address Burnout Head-On

If you suspect burnout, acknowledge it directly. Your high performers may not realize they’re running on empty—or worse, they might feel guilty about admitting it.

For example: “You’ve been carrying a lot recently. I wonder if you’ve had a chance to rest and recharge. What do you need to bring your best self to work?”

You might need to adjust their workload, encourage time off, or provide extra resources to lighten their load.

4. Reignite Their Passion

When the issue is boredom, work with them to identify growth opportunities, challenges that excite them, or a chance to invest in others. Earlier in our careers, we both thrived with managers who challenged us with new projects or gave us a chance to invest in an exciting opportunity.

You can ask:

• “What’s a project or skill you’ve been wanting to tackle?”
• “How can we align your work with your long-term goals?”
• “You know why this matters more than anyone. Can I ask you to spend a few minutes teaching our newer team members?”

High performers thrive when they feel stretched and engaged, so show you’re invested in their growth.

5. Clear Barriers Together

If there’s a hidden obstacle, they may not feel comfortable bringing it up unless you ask directly.

Try:

• “What’s getting in the way of your success right now?”
• “Is there a tool, process, or resource you need that you don’t have?”
• “How can I advocate for you to remove any roadblocks?”

When you step in to remove barriers, you reinforce your role as a partner, not a micromanager.

6. Recognize Their Contributions

When results dip, it’s easy to hyper-focus on the problem and forget the bigger picture of their contributions. Take a moment to remind them of the value they bring to the team.

You might say:

“I want you to know how much I appreciate [specific contributions]. You make a huge difference here by… [describe the specific outcomes].”

“I know what you’re doing isn’t easy. Here’s why it matters…”

Recognition helps restore their confidence and reinforces your trust in their abilities.

What Not to Do

While you focus on helping your high performer rebound, avoid these common pitfalls:

Micromanage: Don’t hover or constantly check in—it signals a lack of trust and can further demotivate them.

Assume Intent: Avoid jumping to conclusions about laziness or disengagement. Start with curiosity about what you observe, not judgment.

Ignore the Issue: Hoping the slump will resolve itself can make the situation worse. Your silence tells them that either you don’t care about them or that their performance never mattered to you. A timely conversation shows you care and helps them course-correct.

Your Turn

When you approach a high performer’s slump with curiosity, support, and respect, you  don’t just help them get back on track—you reinforce your partnership. High performers want to know you see them, value them as well as their results, and that you’re invested in their success.

When you address the downturn collaboratively, you also build a culture where it’s safe to talk about challenges, recalibrate priorities, and grow. This doesn’t just benefit your high performers; it strengthens the entire team.

Remember, the key to leading high performers isn’t perfection—it’s partnership. You’re not there to babysit or nag; you’re there to guide, support, and inspire them to be their best.

We’d love to hear from you: what’s one way you help your high performers pull out of their slumps?

You might also like:

• Retaining High-Performing Employees: Practical Ways To Support Your Best Talent [VIDEO]
• How to Manage a Strong, Arrogant, Maybe Even Toxic High-Performer
• What to Do When a High-Performer Quits (With Video)

The post When Your High Performers Hit a Slump: How to Support Without Micromanaging appeared first on Let's Grow Leaders.

When a high-performer quits, it can feel like your world is imploding as you scramble to keep the work going AND find the right unicorn to fill that spot.

Of course, there’s never a good time for a high-performer to quit. But, what you do next matters. For you. For them. And for everyone paying attention to your response (see also: How to Build a Great Culture in a High-Turnover World.)

For this conversation, we’re going to assume you’ve worked to re-recruit your high-performing quitter by understanding what’s really happening and doing what you can to respond.

If their mind is made up, here are some thoughts on what to do next and a video of why it matters.

Start Here When Your High-Performer Quits

Sadly, we’ve been fielding a lot of calls and #askingforafriend questions from high-performers who’ve quit and dealt with a terrible response from their manager.

• “I gave my notice and now everyone around here is just so mad at me. It’s like the last ten years didn’t count for anything. It’s going to be a torturous two weeks.”
• “I feel like I’ve wasted my time here. Now I see they didn’t really care about me at all.”
• “I’ve sacrificed so much for this company, I would hope at this point, they would want what’s best for me.”

Those sentiments are contagious. “Gosh, if they treated her that way, they probably don’t care about me either.”

And, your sad high-performing quitter is likely venting to more than their co-workers. They’re sharing on social media, talking about their frustrations to cousin Joe at Thanksgiving, and to anyone who will listen over a pumpkin latte and snickerdoodle.

So here are a few tips to keep in mind when a high-performer quits.

1. Get a grip on your emotions.

Of course, you have a right to your own feelings, and it’s natural to be upset.

And, what you blurt out in anger or distress will be hard to take back once you’ve calmed down.

Keep in mind that unless you’ve been acting like a real jerk with toxic, courage-crushing behaviors,  it’s unlikely that your high-performer quit to tick you off or sabotage your results.

It’s helpful to remember how much you care about them as a person and that you want them to be successful in life, not just on your team.

2. Thank them for their contributions.

One of the biggest complaints we hear from high-performers is that they wish their boss would simply say “thank you” more (see also 7 things your high-performers want to hear you say). You want to leave your high-performer with a good feeling about working with you and your organization. Showing them you understand how they contributed and made a difference can go a long way in this.

There may be an opportunity to work with them again someday. When you do this publically, you also send a clear message to everyone else, that your gratitude is real and lasting. No one wants to work for a fair-weathered thanker.

3. Ask for their ideas.

Of course, it’s important to show up curious about why they chose to move on. Even if HR does a formal exit interview, you can also have a personal conversation as well. This is a great time to ask for feedback about your leadership and their experiences working at your company.

It’s also a good time to ask about their ideas for improvement. Once someone is leaving their FOSU (fear of speaking up) is dramatically reduced, and they may have the courage to share ideas they may have withheld in the past.

4. Encourage them to stay connected.

High-performers often know other high-performers. If you’re not connected on LinkedIn, now’s a great time. You never know when that former high-performer is exactly who you need to talk to, or to network with for an open position.

5. Give them a chance to say goodbye.

We’ve heard too many people venting recently that “after all these years they could have a least bought me a cake.” Or, “my last day was so sad, I just packed up my stuff and left. No one even really said goodbye.”

It could be that some managers are backing away from this common courtesy of creating a GOOD bye because they are afraid it will encourage others to leave. We can assure you, no one leaves a company because they want a party. There are easier reasons to celebrate.

How you treat employees at every point of their employment cycle matters. If you want a great culture, ensure people feel valued from onboarding through their last day on payroll.

Your turn.

What are your best practices for responding when a high-performer quits?

The post What to Do When a High-Performer Quits (With Video) appeared first on Let's Grow Leaders.

I’m always intrigued by what comes out of the other end of my microphone in a keynote during spontaneous Q & A— the raw advice bubbling straight from my heart without the benefit of the backspace key.

So, here’s my answer to Doug, and for you if you’re looking to make a bigger impact.

How to Convince Your Boss You’re a Rock Star

 Of course, the table stakes are integrity—a reputation of doing what you say.  Treating human beings you encounter with deep respect. And a history of sustained results over time. On top of that my big three are…

Are You Gung-Ho?

Of course, I’d never tell an interview candidate “You’re just not gung ho,” but I can spot an all-in, positive spirit within the first few minutes of an interaction with another human being. “Gung ho” can take many forms: the quiet introvert who comes prepared with a spreadsheet of our biggest organizational challenges and his thoughts for fixing them; the passionate extrovert sharing stories of customer turn-around efforts she’s led; or the eager employee bringing new ideas for a special project.“Gung ho” means you’re as excited about this work as I am—and you’re ready to give this job everything you’ve got to be successful.

Do You Offer Solutions?

Let me be clear, “gung ho” is necessary but not sufficient to hit the “convince your boss”  Karin Hurt rock-star radar. There’s always a long line of people “gung ho” with ideas of what I could do to make things better. I want to know what you’re eager to do and how you’re planning to do it. True rock stars bring solutions—not just problems. They view constraints as creative challenges, not roadblocks. They’re willing to try new approaches and are resilient and determined to overcome setbacks.

Do You Have the Respect of Your Peers?

Even if you’re gung-ho and full of creative solutions—if you’re driving your peers batty, something is amiss. And no—it’s not because you’re that much better than everybody else (and if you even hint that you believe that—I’m not buying your “I’m a rock star” sales pitch.) It’s impossible to Win Well in the long run without trust, collaboration, and sharing of best practices. I’d take a team of B+ performers who know how to truly collaborate over a few smart lone rangers every time.

If you’re looking to convince your boss you’re a rock star, show up with confidence in your skills and the willingness to go the extra mile to make an impact, along with the humility to know what’s broken and how you can help. Be committed to achieving breakthrough results through collaborative relationships.

That’s Winning Well.

Other Thoughts on Managing Your Relationship With Your Boss

How to Talk With Your Boss When You Totally Disagree

How To Get Your Boss Excited About Your Idea

Convince Your Boss: 11 Ways to Get Them to Say Yes

How to Work With an Indecisive Boss

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