Don't Forget Your Favorites
Why Your Top Performers Need You, Too
As leaders, we often get it backwards.
We spend our days trying to “fix” our weakest links - coaching the underperformers, correcting mistakes, and pouring energy into getting them up to speed. Meanwhile, our best employees - the reliable, high-output, drama-free ones - quietly crush it without much attention from us.
They don’t complain.
They don’t create fires.
They get the job done…and then some.
And we leave them alone.
The Hidden Cost of Ignoring Your Best People
Here’s the problem: your best people notice when they’re being ignored.
They may not say anything. They may smile and nod. But inside, they feel the gap. The lack of feedback. The missed recognition. The absence of stretch opportunities and mentorship.
Eventually, they disengage.
Or worse, they leave.
And who replaces them? The same people you’ve been trying to “fix” for months.
Why We Default to the Lowest Performers
It’s human nature to try to solve problems, and underperformance feels like a problem we should fix. But the return on time invested is usually lowest with the people at the bottom.
Instead of multiplying what’s working, we get stuck minimizing what’s broken.
What If You Flipped the Script?
Imagine what would happen if you gave your top 20% the same energy and coaching you’ve been giving your bottom 20%.
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You’d retain your best people longer.
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You’d elevate them into new roles and greater impact.
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You’d model what “great” looks like for the rest of the team.
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You’d get exponential returns on your time.
How to Rebalance Your Leadership Attention
Here are a few simple ways to start:
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Block time weekly to check-in with top performers. Not just a “good job” drive-by, but a meaningful conversation. Ask what’s working, what’s frustrating, what they’d love to own next.
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Give them coaching, not just compliments. Don’t assume they don’t need feedback. High performers want to grow. Give them stretch assignments, challenge their thinking, and help them level up.
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Ask how you can support them. Sometimes the best thing you can do is get roadblocks out of their way. Your job is to make sure they have the resources, clarity, and space to keep excelling.
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Celebrate them publicly. Reinforce the behavior and outcomes you want more of. This not only honors them, it raises the standard for the whole team.
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Build a system, not just good intentions. It’s easy to say, “I need to spend more time with my best people.” It’s harder to calendar it, track it, and follow through. But that’s how you change the culture.
- Coach-up...or coach-out...your underperformers. Don't totally neglect your bottom performers either. But if you can't coach them up, coach them out.
Final Thought
The best coaching isn’t for the squeaky wheels. It’s for the people who are already moving fast, and could go even farther with a little fuel and attention.
Don’t wait until they’re burned out, bored, or gone.
They’re your favorite employees for a reason. Treat them like it.
Ryan Giles
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