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.

The message came from Jennifer, a former store manager at a national women’s clothing chain. Jennifer is outgoing, incredibly gifted at making customers feel comfortable, and was considered a “high-potential” by her district and regional managers. Within a year, however, she had quit.

A few months later, she ran into her district manager at a coffee shop. As they talked, the district manager expressed surprise that Jennifer had left. “You were one of the most talented, capable, managers we had. You had so much to offer and you left. Do you mind if I ask why?”

Jennifer told me, “It took me a few moments to recover from the shock … the district manager had never shared any of those positives with me. I got a weekly, sometimes daily, breakdown of where I wasn’t good enough – and that was it.”

Jennifer told her former district manager, “I thought I was failing. I’m shocked to hear that I was doing anything right. I wish you had told me I was talented or capable at the time.”

A “Secret” to Retaining High Performers

This shouldn’t be that much of a secret. Sadly, however, it’s not as common as it should be:

Tell them.

Tell them they’re doing well. Be specific about what they’re doing well and why it matters. Build on that foundation with a path forward. How can they continue to grow? What future roles are available for them and what skills will they need to master to thrive in those roles?

Unfortunately, we still run into managers who ask (with a completely straight face) “Why should I have to encourage people for just doing their job?”

That depends … how important is retaining high performers? How much lost talent, energy, and productivity will a lack of encouragement cost you?

Human beings need encouragement. It’s a fact of life. You get more of what you encourage or celebrate and less of what you criticize or ignore. If you want a team that doesn’t need to be encouraged, get a cat. Otherwise, if you’re working with people, they need encouragement.

If you want a team that doesn’t need to be encouraged, get a cat. Otherwise, if you’re working with people, they need encouragement. (Tweet This)

If you’re married, imagine what would happen if, after your wedding, you never said “I love you” or never held hands or kissed the other person. You couldn’t expect your relationship to last very long.

That’s the equivalent of never saying “thank you” or encouraging your team members. Yes, it’s their job in that they’ve made a commitment to your company – just like spouses make a promise to commit to one another. That doesn’t mean you should take that commitment or your team’s work for granted.

3 Keys to Effective Encouragement

Recently, when I shared Jennifer’s story, an audience member asked, “How do I encourage people? I understand the concept, but struggle to do it well.” Effective encouragement requires three things. Try these:

1. Avoid saying “Great job!” Instead, try something like: “I really appreciate the extra effort you put in on that project last Tuesday. The client loved the work and renewed their account.”
2. Encourage people in ways that are meaningful to them. The easiest way to find out, is to ask. When you onboard people into your team, ask them, “How do you like to receive recognition for a job well done?”
3. Make sure your encouragement is related to the work and business outcomes. It demoralizes everyone when you encourage someone for something that actually detracts from the team.

Consistent encouragement doesn’t need to take hours of your time. I often work with managers to create ‘micro-encouragement’ with their team members – small moments where you are specific, meaningful, and relevant in a sentence or two. These consistent micro-encouragements add up to massive influence, productivity, and yes, retaining high performers.

Your Turn

Remember, when it comes to retaining higher performers, you get more of what you encourage and celebrate. Start with encouragement. Everyone needs it in ways that are meaningful to them. (On that note: Thank YOU for investing in your leadership. You’re making a difference for the people you work with.)

Leave us a comment and share: How you make sure to give people the encouragement they need?

The post One Obvious Secret to Retaining High Performers appeared first on Let's Grow Leaders.