High-Impact Performers For Tough Times: 6 Ways to Keep Them Happy

Marshall and Kelly Goldsmith

Here is an article written by Kelly Goldsmith and Marshall Goldsmith for BNET, The CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the BNET newsletters, please click here.

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Talent is never out of fashion.

But high-impact performers are in demand now more than ever. We’re speaking here of those indispensable workers who will do what it takes to help your company succeed even in the most difficult and fast-paced of times.

They’re the staffers who pick up the slack when the organization is forced to cut back, whose ideas save time, money, and effort, and whose positive outlook helps keep the organization moving forward.

How do you retain these people? This is a great question and the answer is simple. Leaders must manage their human assets (i.e., employees), and they must do so with the same vigor that they devote to financial assets. Tough economic times may put more talent on the market. But it also requires investing in people, no matter how difficult; it is critical for the success of the organization.

Here are some steps that organizations can take that will help them keep today’s high-impact performers and tomorrow’s great leaders.

[The Goldsmiths provide six suggestions. Here are the first three. To read the complere article, please click here.]

1) Show Respect: This may seem obvious, but it can’t be done by rote. Genuinely treating employees with kindness, respect, and dignity will elicit loyalty to both the leader and the organization. It is possible to lead people through fear and intimidation; however, the odds of retaining and developing people using this style are slim.

2) Focus on a Thriving Environment: You need more than the fad-of-the-month leadership development program to create an environment in which high-impact performers want to stay and will put their all into an organization. You need an environment where people are learning, getting training, and developing their skills-where through inquiry and dialogue, the leader creates an environment that allows each individual to thrive.

3) Offer On-Going Training: High on the list for leaders who want to retain high-impact performers is training and on-going education, both of which ensure that people can 1) do their jobs properly, and 2) can improve on existing systems. Cross training — giving people the opportunity to experience and train in different aspects of the company — is a great way to cross-fertilize between departments and across regions. This is a great competitive advantage when organizations are required to cut back on manpower. Cross-trained employees are equipped to handle different functions in the organization far more easily than those confined in silos.

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Developing people is a strategic process that adds value to both the employees and the bottom line of the organization. Highly committed, highly competent people create financial rewards for the organization; organizations that develop their people and provide opportunities for growth are sought-after by high-impact performers. Great leaders know this simple formula. They understand it and strive to create an environment that supports it. And the result is success!

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Kelly Goldsmith is a recent Ph.D. graduate from the Yale School of Management and a member of the faculty at Northwestern University’s Kellogg School of Management. Her specialty is research in consumer decision making.

Marshall Goldsmith is an executive educator, coach and author. His books include What Got You Here Won’t Get You There and Mojo. His specialty is helping successful leaders achieve positive, lasting change in behavior.


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