Hello everyone!

27 Comments

1. Georgene HuangOctober 26,2021 at 2:25PM UTC

   First of all, congratulations on your new role / promotion and inheriting a highly functional team with such high potential! The fact that you're aware of the managerial needs of these kinds of people vs. others is a great first step.

   At the risk of stating the obvious, I'd recommend sitting dow with each of your directs and telling them that you are interested in helping understand their career goals and career development needs. High potential performers tend to be quite self-conscious about their goals and are motivated by them. And you may be surprised to hear that they have self-perceived improvement areas that may not be obvious to outside third parties.

   Reaching out and being authentic in this way shows you care but also opens up the input for how to manage them to the most important people -- the directs themselves.

   Beyond this, I would ask them what they would view as new challenge areas or things they'd like to learn and offer to help them experience those assignments internally and/or create spaces for them to connect with formal or informal learning / coaching / cross-functional experiences at the company to help them reach future career goals. Then follow through and up with them periodically on whether they feel like they're growing. I find high-potential people are always very interested in growth and learning opportunities in general.

2. Jacquelyn LloydOctober 26,2021 at 2:28PM UTC

   Things will come up. Spend your time getting to know them as people, asking about their dreams for the future and current frustrations. Be ready to help them with any roadblocks that come up - either imagined or real. Congratulations on your new role!

3. Kate LeissesOctober 26,2021 at 2:35PM UTC

   You have a massive opportunity here to quickly learn what's going on in the firm and who folks are through your DRs. Ask broad questions about what they see, who they know, what they like and dislike - their answers may surprise you. Find out if they each actually prefer independence or would they like an opportunity to participate in broader initiatives which you could broker. I encourage you to look at whether this "independence" is self-imposed - meaning that one or both don't actually want to work with others. It sounds like these folks don't need supervision - but management: supporting them generally, buffering them from noise, and providing them the environment to do their best and stretch at the same time.... that's what a senior leader should be doing! :-)

4. Anne KrookOctober 26,2021 at 4:18PM UTC

   Everybody has something to learn. Identify some talented, respected people a couple levels up from you and ask if they are willing to have an informal lunch meeting with the three of you to talk about what has helped them in their careers. ask your employees what new skills they want to develop and see if you can find a way to advance their training.

5. Emily ChristakisOctober 26,2021 at 4:23PM UTC

   Congratulations on your new role! What an awesome problem to have--stellar direct reports. I would recommend beyond their day-to-day duties, have some career mapping conversations with them. What makes them tick? Where do they see themselves in 1 year? 5 years? Where do they want to go next and how can you support them realizing their career aspirations? Giving them tangible opportunities now will ensure they stay highly motivated and continue to prosper under your leadership. Bring a career framework that you can share with them and have these meaningful conversations.

6. AnonymousOctober 27,2021 at 12:59PM UTC

   Ooooo. I can respond to this.

   As a HYPO, I can tell you that I want to be be left alone to do the work. I am a classic architect/ individual contributor level who is extremely skilled in my
   Field, but lacking the management skills related to influence & politics at highest levels. (On a Project team, I got it.)

   I reach out only when absolutely necessary and usually it’s for these things:

   A) political dynamics and human behavior. I am frequently baffled by why people do what they do. Why is X having such a strong reaction to an idea? Why is X fighting the approach so much?

   B) help me with career progression. Reward my performance with forward momentum. If a promotion isn’t an option (and maybe I want to stay as an IC) show me how it’s possible to keep progressing.

   C) Ask me if I want to explore an adjacent skill. Send me to a leadership conference.

   D) encourage me to pursue a passion project that excites me. ICs get bored if we’re not challenged.

   E) hypos sometimes suffer from jealousy by colleagues. We get lots of accolades. Help me manage that.

   - strong individual contributor

7. Alexis GladstoneOctober 29,2021 at 12:24PM UTC

   Congratulations on your new role!

   My experience is that while it's fine to leave strong performers alone and let them do their thing, we sometimes inadvertently abandon them. You might want to consider have regular 1:1 meetings to build a strong relationship with each of them and learn about their team members. It's a great opportunity to let them educate you on their projects/work, and workings of the organization. Knowing what is going on with their work will help you answer questions from your manager.

   As your relationship grows, the conversations can start to focus on their career goals. That way it will open the door to development conversations and how you can help them.

8. AnonymousOctober 29,2021 at 1:56PM UTC

   I can't like this enough.

   I am one of the high performing individuals. I promise promise promise you they will LOVE the 1:1 suggestion. My manager meets with me once a month. We take 30 minutes and talk. Of course I can go to her any time but this gives me an opportunity to share my perspective as well as get an overall direction we are moving.

   Responsibilities have been added to my plate and they were needed.

   I believe you will be surprised at how much you will accomplish meeting with them individually.

9. Alexis GladstoneOctober 30,2021 at 12:38PM UTC

   I love that this resonated with you and that you and your manager do have a regular 1:1!

10. AnonymousOctober 29,2021 at 12:28PM UTC

    In addition to the awesome contributions already made to this discussion thread, I would encourage you to utilize this change as a level-setting opportunity. I would ask what they found helpful/not helpful in their relationship with their former manager. I have found my DRs spill these beans very quickly, which is an opportunity to build trust with them.

11. AnonymousOctober 29,2021 at 1:36PM UTC

    Do you have other managers that are not performing at their level or assistant managers that are not at standard? I would check in and see what the differences are in each manager's office. Make sure they know that they are appreciated. Make note of what methods and department structure they use so that if they are promoted your area will run smoothly and may possible help your other direct reports in the future.

12. AnonymousOctober 29,2021 at 2:11PM UTC

    I think asking them their goals and career aspirations would go a long way and then supporting and helping them achieve those goals would be top priority. I think sometimes managers only focus on the day-to-day work so I think your role could be more of a mentor to them.

13. Cecile PittsOctober 29,2021 at 2:51PM UTC

    Great posting. I agree with the other comments:
    Learning your new firm thru the eyes of your DRs
    Learning what makes them successful
    Using your position to aid them in their goals.

    But I add, that as HYPOs they may be moving along someday. And learning everything you can about their function, tools, credentials, and contacts will aid in recruiting and hiring replacements.

    You’re responsible for the DRs and the functions…… using them as teachers of the functions will allow you to build more info about people you know who can fill in, replace them if there is a need. It also expands your considerable skill set to embrace what they are expert in.

14. Rosa GoesOctober 29,2021 at 2:55PM UTC

    I would leave them alone, but keep an open door policy. Also they probably don't like to be micro-managed, they know their job so the open door is more for encouragement and support.

15. Focused721350October 29,2021 at 2:57PM UTC

    Good Morning,
    Listen and learn..... They'll contact you when needed. Remember! This is a New Field for you..... In time things will settle and you'll be up to your ears with supporting them.

    Good luck and God Bless! ;)

16. Amy GeffenOctober 29,2021 at 3:43PM UTC

    Leave them alone...they will come to you when they need you. In the meantime, learn as much as you can about the industry, the company, and learn from your direct reports! They can teach you alot.

17. Julie ReevesOctober 29,2021 at 3:44PM UTC

    Hi potentials still have needs -like elite athletes still have coaches -simply see how you can help them at this leg of their journey -leadership comes in so many forms and fashions -

18. Joanna PoeOctober 29,2021 at 4:13PM UTC

    Even independent, self-sufficient people need cheerleaders. Be an advocate for them, not just to get new and exciting work, but to get the time off, recognition, and advancement they need. Ask if there are any classes or certifications they would like, and find out if there are funds available to support them in that professional development. People stay where they feel valued.

19. Karen GongawareOctober 29,2021 at 5:16PM UTC

    Why would you "manage" them? They are doing well without being micro-managed. Research the field, take some trainings, and be one step ahead at least in knowledge. Make informed decisions, ask them questions about why this choice and not another, and be genuinely involved, not managing. Be a leader.
    Enjoy the job!

20. AnonymousOctober 29,2021 at 6:16PM UTC

    I've had managers who knew nothing about what i did (nor had any expertise in my line of work)--but, they were good managers. Why? Because I received 100% support. They heard when me I said there was a problem. They never doubted my integrity when I reported a concern. They backed me in conversations with others. One particular CEO was a real gem, and he truly knew nothing of what I do...but respected ME. That's the kind of manager you can be for these self starters. They will appreciate your support. Keep the line of communication open and continue to learn from them. Good luck! :) and PS: thank you so much for NOT being the insecure manager who gets threatened by excellent direct reports. I've had that type of manager as well and it was hell.

21. Michele SinclairOctober 29,2021 at 7:07PM UTC

    As a manager, you are there to support and help you team as needed. I would take an existentialism perspective until you understand how they operate/close deals. Is everyone equally as successful? If not, then spend some time with those who might need some of your insight into how to overcome whatever obstacles they may be dealing with. Remember, people have lives too, and it will affect their work life as well.

    You can find out if there is training that might help. You may have to facillitate a weekly online meeting with engineers that can give some insight into your products/services. There are all types of avenues that you can take for your team; you just have to find out what that is for each contributor. Good luck.

22. Renee Radcliff SinclairOctober 29,2021 at 7:22PM UTC

    When I started my current role I met with each of my direct reports weekly, just for them to update (and train!) me. In those meetings, I found that as I learned more about each of their roles, these meetings turned into brainstorming sessions where I was bringing some value to their world. Now I have my team coming to me on a regular basis to talk through new ideas, think about more efficient ways to do things, and to explore new technologies...that relationship would not have happened if I hadn't forced the weekly meetings for a while (I think we did them for 6 months). It helped us get to know each other and it also helped them understand that I really did want to be a part of their success. But I initially billed it as, "get me up to speed..."

23. Clydene HorriganOctober 29,2021 at 9:53PM UTC

    Nothing shows how much you respect someone than asking for their input. Include them in the process - be it a new initiative, figuring out how to improve something, etc.

    Help them to grow in areas they want to grow.

    Learn what they do.

    Make sure they get recognition that is deserved.

24. Eloisa JacintoNovember 1,2021 at 12:00AM UTC

    Involve them in creating the next level for your organization. They need to know and see that they are helping you make those positive changes in your department.

25. E. ElderNovember 1,2021 at 10:22PM UTC

    completely agree - using them to help build the bench and define+emulate career pathing can be extremely motivational to them and those they manage.

26. JaimeNovember 2,2021 at 1:20PM UTC

    These are my notes for coaching high protentials/performers.

    Crave autonomy.
    Create a peer to peer approach [don’t treat them as if they are under you]
    Help them make cross-team connections if they need more than you can provide them
    Establish stretch goals not easy ones that medium performers have (goal and stretch goal)
    Review your coaching style with them and ask if they need more from you
    Help them build upward, peer to peer and downward relationships
    High support and high challenge and make sure to look out for their blind spots
    Praise!
    Transparency
    You may need to work on what you’re coaching them to work on
    Get out of their way [no micromanaging]
    Let coachee lead and ask open ended questions.
    “Can I share what I’ve noticed?”

27. AnonymousNovember 4,2021 at 2:18AM UTC

    Omg. I want to work with you!