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.

“Oh we don’t worry about observing our high-performing call center reps. We just focus on the ones who are struggling.”

“John doesn’t really need a training and development plan like everyone else, he’s got his job nailed.”

“Well, he’s a bit a rough around the edges, but we don’t say anything. He’s so good at his job, we’re afraid to tick him off.”

“Oh Sally’s good. She loves what she does. Thank God for her. She just likes to be left alone to do her thing.”

I get it. Your high-performing employees never seem like the MIT. (Most Important Thing). They’ve got it. You can count on them. They don’t appear to want your help. They don’t complain. You’ve got other fish to fry.

But the truth is, when I meet with such high-performers and ask what they need, here’s what they tell me they long for from their boss.

What Your High Performing Employees Long to Hear You Say

1. Wow! Thank you.
   “Wow” is a highly under-used word in corporate America. It’s okay to be impressed. No one’s going to slack off because you were wowed. A big “Wow” followed by a genuine and heartfelt “Thank You” from someone a high-performer respects will trump almost any token of appreciation you can offer.
2. I know what you’re doing isn’t easy. I’d love to hear more.
   No matter how easy they make it look, it’s not. Your high-performing employees are dealing with all kinds of crap that they’re not bothering you with (and may even think you don’t understand). They would love to tell you some stories. And the stories are worth hearing. Pull up a chair and listen.
3. Can you show me how you did that?
   Think about the last time you figured something out that you were wildly proud of. What did you long for most? For me, I know it’s someone to share it with. Ask for details and if you’re amazed, show that. Side benefit: this is a remarkable way to uncover best practices. Some of the biggest turnarounds I’ve been a part of began by asking a few high-performers what they were up to.
4. What could we be doing to better serve our customers?
   They know. If you truly care about the customer experience ask this question, listen and do what you can to take action on the response.
5. What’s getting in your way?
   Just because they’re low maintenance, doesn’t mean they don’t have a list. Every time I’ve asked this question I’ve been surprised about some of the easy asks. No, you can’t fix everything. But if you can fix a few small things getting in the way of your highest performers, can you imagine the ROI?
6. What do you want to do next?
   High-performers want to know you care about them as much (or more than) the work. Make that clear.
7. I want to help you do even better.
   Challenge them. Help them grow. Even when they think they’re done… ask deeper questions. True high-performers almost always want to achieve more. Inspire them to get past the tired.

Not every high-performer is looking to be promoted. And that’s fine. You need rock stars in every role. But every high-performer is human and longs for appreciation, connection, and wants to be heard. It’s so easy to direct our attention to the folks who need our help the most. Be sure to pay attention to your top 20% as well.

The post 7 Things Your High-Performing Employees Long To Hear You Say appeared first on Let's Grow Leaders.

When you have limited time for employee development, it’s tempting to focus on the employees who need it the most– employees who need training or who are struggling to feel included on the team. After all, your high-performing employees seem good.

And here’s the challenge. Your high-performing employees long to be seen and valued. Just like every human being.

These are all real statements I’ve heard from high-performing employees in the last few weeks:

“Oh, we don’t worry about observing our high-performing call center reps. We just focus on the ones who are struggling.”

“John doesn’t really need a training and development plan like everyone else. He’s a high-performing employee and has his job nailed.”

“Well, he’s a bit rough around the edges, but we don’t say anything. He’s so good at his job, we’re afraid to tick him off.”

“Oh Sally’s good. She loves what she does. Thank God for her. She’s a really high-performing employee.  She just likes to be left alone to do her thing.”

I get it. They’ve got it. You can count on them. They don’t appear to want your help. They don’t complain. You’ve got other fish to fry.

But the truth is when I meet with such high-performers and ask what they need, here’s what they tell me they long for from their boss.

7 Things Your High Performing Employees Long to Hear You Say

1. Wow! Thank you

“Wow” is a highly under-used word in corporate America. It’s okay to be impressed. No one’s going to slack off because you were wowed.  A big “Wow” followed by a genuine and heartfelt “Thank You” from someone a high-performer respects will trump almost any token of appreciation you can offer.

2. I know what you’re doing isn’t easy. I’d love to hear more

No matter how easy they make it look, it’s not. Your high-performing employees are dealing with all kinds of challenges. They would love to tell you some stories. And the stories are worth hearing. If you want to truly invest in them, pull up a chair and really listen.

3. Can you show me how you did that?

Think about the last time you figured something out that you were wildly proud of. What did you long for most? My guess, is you wanted to tell someone.

Ask for details. And,  if you’re amazed, show that. Of course, you might just discover a best practice.

4. What could we be doing to better serve our customers?

They know. If you truly care about the customer experience ask this question, listen and do what you can to take action on the response.

In our Courageous Cultures research, 67% of employees said aren’t regularly asked for their ideas. And 40% said they lack the confidence to share their ideas.

5. What’s getting in your way?

Just because they’re low maintenance, doesn’t mean they don’t have a list. Every time I’ve asked this question I’ve been surprised about how some of the roadblocks they perceive are easy to remove.  No, you can’t fix everything. But if you can fix a few small things getting in the way of your highest performers, can you imagine the ROI?

6. What do you want to do next?

High-performing employees want to know you care about them as much (or more than) the work. Make that clear.

7. I want to help you do even better.

Challenge them. Help them grow.  Ask them what they need. True high-performers almost always want to achieve more. Inspire them to get past the tired.

Not every high-performing employee is looking to be promoted. And that’s fine.

You need rock stars in every role. But every high-performer is human and longs for appreciation, connection, and wants to be heard. It’s so easy to direct our attention to the folks who need our help the most. Be sure to pay attention to your top 20% as well.

Your turn. What are your best practices for supporting and developing your high-performing employees?

The post How to Encourage and Retain High Performing Employees appeared first on Let's Grow Leaders.