The “High Performer” high-wire act

Great post by Mike @Figliuolo that points out the pitfalls of hiring in high performers.

More often than not, however, we hire for all the wrong reasons and never think beyond our immediate needs for hiring that superstar. When we do so, all we’ve done is arm the timer on an employment bomb that will go off in our faces.

I’ll extend Mike’s remarks by sketching  out how that bomb works.  As he notes, we can tempt ourselves into a hire for “immediate” needs.  What this can lead to is a transactional relationship with the high performer that spirals downward quickly.

Short-term thinking leads to a star being brought in as — and treated like — a consultant.  The focus is on the fire to put out, the project to deliver, the team to reorganize. Promised rotations and exposure are repeatedly delayed for expedience.

She’s disappointed, but then adjusts her expectations.  Unfortunately, she now views the role as another notch in her resume and a stepping stone (or detour) to someplace else.  Even worse, her performance suffers as she scouts around for the next gig.

Sometimes the situation is flipped — the high performer could be mercenary from the start — but the resentments and recriminations are preordained if the cycle isn’t broken.

Which brings us full circle to the prescriptions of Mike’s post.

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