Fine Wine
How to handle superstars
If you are blessed to have a superstar on your staff, or you are one, consider yourself truly fortunate. How should an organization handle this gift? The answer isn’t obvious. Organizations need to find the right balance between:
Feeding the person work that is too challenging or not challenging enough
Promoting them too slowly or too quickly
Overcompensating them or undercompensating them
Spending too much or too little time as a member of a team versus working independently
Treating them differentially or like everyone else
Holding out future career opportunities or waiting to see how things go
Mentoring them or letting them find their own way
If leaders get these tradeoffs wrong, the superstar might leave, their peers could become resentful, or the superstar could advance too quickly beyond their competence. None of these outcomes are good. What can be done to prevent them?
Understand WhoYour Superstars are and What They Want
No all of the highest potential people are alike. Here’s a breakdown of some key personality types and what they are after.
Entitled. There’s nothing new or surprising for this superstar. They have excelled from a young age and succeeded in everything they have put their mind to. They have been told repeatedly that they are talented, intelligent, creative, and better than everyone else. Their expectations are to be recognized for their abilities and therefore given special treatment. Since they believe they should be running the organization from day one, they are impatient and expect frequent raises and promotions. They dislike working on teams because others slow them down or get in their way. They want one on one conversations with the boss to share their thoughts and shape strategies, but they don’t want a mentor. If they don’t get what they want immediately, they are quick to jump ship and look for greener pastures elsewhere or leave to start their own company where they get to call the shots.
Dedicated. This person wants nothing more than to contribute. They readily accept any assignment, try to be the best teammate they can, and always show up for work a half hour early. They respect authority, work within the system, and don’t overstep the authority granted them by their role. Their work is of exceptionally high quality but they would be embarrassed to be treated differently than their peers. They readily share credit for their success with others and value having a mentor. They accept promotions as a part of their duty, not because they are hungry for power. Although peers could be envious of the ease with which they achieve success, this superstar diffuses any sense of competitiveness with their authentic friendliness and helpfulness to others. They thrive on recognition for their efforts. They need to see steady progress in their career but are loyal and if treated well, happy just to keep contributing as requested. Putting them on an accelerated career track through rotations in different roles would make them uncomfortable unless it is tied to their ability to make greater contributions.
Natural. This person doesn’t know they are a high potential and would be surprised to be designated as such. They make no special effort to perform at a high level because they don’t need to; it just happens. Peers praise them for their unassuming manner and willingness to be helpful. They are not comfortable with assuming a position of authority, preferring that others lead and make decisions affecting people’s careers. They are good teammates but can also tackle projects independently. They would prefer to stay out of the spotlight and embarrassed to have a mentor devote considerable time and attention to them. Their ultimate goal is not to become CEO but rather a chief of staff or similar position where they can be called upon for support as needed. They make good ambassadors to external stakeholders because they have absorbed the organization’s mission and values, making them part of their DNA. They don’t require much recognition and would feel uneasy being placed in a high potential program where they are surrounded by others who are entitled or dedicated. Unlike the Entitled who needs constant watering, they require only a little sun to thrive.
Understand What the Organization Needs
While everyone would agree that having top talent on their team is a desirable thing, not all organizations are designed to take advantage of what superstars bring. Strategy, structure and culture matter.
Strategy. Organizations that have “maintain the status quo” strategies are not looking for change and therefore may not provide a steady diet of innovative projects that keep superstars engaged. While Dedicated and Natural high potentials may stay and contribute for a time, the sense that the organization isn’t going anywhere and that their work isn’t challenging or fulfilling could eventually get to them. In contrast, organizations that are bringing new products and services to the world or want to make step-changes in their effectiveness are ideal places for superstars to thrive.
Structure. Large, bureaucratic organizations with narrowly defined job descriptions will stifle the ability of superstars to contribute. When high potentials sense that following procedures is more important than trusting them to figure out the best way of doing things, they become frustrated because they are being forced to perform at a level below their own standards. When high potentials are pulled out of their job to attend high potential programs in these organizations, it only serves to accent how different the organization’s actions are from their words. Superstars thrive at the highest levels but are more likely to be brought in from the outside than to slowly work their way up through multiple levels and multiple bosses, all while being treated the same as everyone else.
On the other hand, smaller, entrepreneurial or less highly structured organizations are ideal places for superstars to develop. As long as the organization can continue to provide meaningful learning experiences and challenging projects, super high potentials will see their work as an investment in their future.
Culture. Culture is the most important factor affecting whether superstars thrive or become discouraged. Culture is set by leaders at the top and communicated directly to the individual through their boss. Many organizations conduct talent reviews to identify high potentials but have weak or non-existent plans for putting top talent to work. Simply moving superstars into a higher level job isn’t going to bring out the best in them over time. Rather, organizations that truly appreciate the value of exceptional talent are in constant conversation with them about their work and their futures. The path developed is unique for each individual and conceived in a partnership rather than dictated by the organization as a one-size-fits all.
If you are lucky enough to have a superstar on your staff, make sure you are taking full advantage of what they bring.