I’ve been fortunate to work with exceptionally talented people. They’re not only competent but also flexible, adaptable and comfortable with responsibility. They get things done. For small business owners, where roles are broad and accountabilities are less robust, these people are everything.
What would you do without them? Seriously, what would you do without them? They solve problems and perform small acts of service you probably don’t even notice.
In the small business world, even specialized positions need to demonstrate utility to be an “A” player. Willingness to jump into a situation, take ownership and deliver results is one of the hardest attributes to find when hiring. Top performers are difference makers and need protecting — not from outsiders trying to poach, but from themselves and the organization they support.
“A” players derive satisfaction from being useful and solving problems. While money is important, it isn’t what drives their performance. Top talent employees aren’t people-pleasers seeking praise. Their driver is personal satisfaction. This dynamic can be a problem if they aren’t managed and recognized appropriately — after all, even volunteers get burned out when counted on too heavily.
As leaders, we know to watch for those who hoard information or tasks to feel indispensable. But taking on too many responsibilities is also a threat. It’s easy to have the person who can do everything and take on more, but it doesn’t build anything within the organization. Getting things done is not the same as creating bandwidth. But how do you go about limiting behavior without stripping autonomy, importance and aspects of work where they feel they are winning?
With the right management, controls and situational awareness, this can be avoided. Frequent, candid communication is key. It should feel like a collaboration, not an instruction.
First, resist the urge to rewrite the job description to include all of their contributions. Filling gaps should be temporary, not a permanent expectation. Communicating that the reward for going the extra mile is more work isn’t exactly inspiring.
Open dialogue about position and impact is critical. Help these employees understand their value to the company and emphasize that allowing space for colleagues to shine creates more value for the company and for them.
Second, be mindful of the “extras.” From excessive overtime to constant offers to help, proactively address burnout risks and confirm that time off is being planned. Reinforce their value to the company, that their time and attention is a critical resource, illustrating their importance in who they are, not just what they do.
Third, transition them to a more consultative role for tasks outside their job description. Getting their ideas for resolving issues creates a cognitive pause and buy-in for doing things differently. Ask, “Who besides you can get this done?” Consulting top performers maintains recognition of their unique contributions and their need for autonomy and personal satisfaction.
Fourth, communicate your concerns to the rest of the team. If an “A” player is critical to the organization, everyone needs to know and adjust their expectations. High performers are often overutilized, and raising team awareness helps protect them while strengthening the whole group.
Finally, fully acknowledge their importance to the company. Their compensation should reflect their value to the organization, not just their title.
If you can’t imagine what your company would do without these standout performers, then lead like they matter. ●
Jennifer Ake-Marriott is Owner and CEO of Redmond Waltz
