It can be frustrating for a leader to have to deal with a high-performing team member who refuses to ever go “over and above” what’s expected of them. When high-performing employees show initiative and go the extra mile, they’re often promoted or rewarded for adding value to a company. Someone who is clearly capable of adding value yet stops short of that and gives only the bare minimum won’t find the same success, and all too often, neither will their team.
When dealing with such employees, many leaders eventually find themselves wanting to give an ultimatum to either up their game or move on. Below, 13 members of Forbes Coaches Council discuss the advice they would give a client who is in such a position as a leader.
Forbes Coaches Council members discuss the best ways for leaders to handle a high performer who never exceeds expectations.
Photos courtesy of the individual members.1. Discuss Your Observations And Expectations
When an employee has a pattern of doing the “bare minimum,” this is a prime opportunity to get curious about the “why” and the “what” behind their behavior. It’s not a time for ultimatums. We are all juggling a lot in today’s work environment, so having a dialogue with them about your observations and expectations will help you discover what is really at the heart of them not stepping up to the next level. - Andrea Wanerstrand, A3 Culture Lab
2. Be Curious About What Drives Them
Listen to learn. Be curious about the employee’s true motivations and passions. Ask open-ended questions to understand their drivers. Explore their hopes and challenges in a two-way dialogue and share your own hopes and challenges. Use this fresh understanding to decide together what is best for the company and the employee. The right way forward will be clear. - Linda McLoughlin, LeadershipWorks
3. Strive To Treat Everyone With Respect
Don’t underestimate the power of culture and servant leadership. When people experience outreach and connection, they will feel an obligation to pay it forward. Our team members go way above and beyond for our clients. They are great people, but I believe they do that because we strive as a team to treat everyone with respect and in ways that make them feel appreciated and special. - Reed Deshler, AlignOrg Solutions
4. Help Them Establish Stretch Goals
Undermotivated talent can pose a real potential danger to your team. While the individual may perform well enough to “meet expectations,” high-potential employees who underperform tend to drain the energy and motivation out of those around them, not to mention they are failing to live up to their potential. Be direct and clear about future expectations and help them establish stretch goals. - Jonathan H. Westover, Utah Valley University & Human Capital Innovations, LLC
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5. Uncover Their Underlying Motivation
High-performing individuals who exhibit potential at higher levels but choose to perform at the “meet expectations” bar are critically aware that this is an intentional decision. This could stem from their circumstances, such as life stage, priorities or lifestyle. The important thing to uncover is the underlying motivation and the time frame—do not assume that the current posture is permanent. - Thomas Lim, Singapore Public Service, SportSG
6. Eliminate The Concept Of ‘Meeting Expectations’
The problem with just meeting expectations is that anything less—even one degree less—will be below expectations. Eliminate the concept of “meeting expectations” and create “standards of excellence” instead. Standards are so clear that your team knows exactly how to deliver excellent outcomes by design and intent. This will clearly communicate that excellence is the norm. - Mari Carmen Pizarro, Whole Leadership Systems, Inc
7. Leave No Room For Ambiguity Around New Expectations
You need to up the bar! During performance reviews, come in ready to discuss the new expectations with the direct report in clear language that leaves no room for ambiguity. An ultimatum without a clear discussion that sets higher expectations as the “new” bare minimum would be inappropriate. With a direct report who has strong relationships, you want to make this work if possible. - Kim Neeson, Kim Neeson Coaching | Consultant | Mentor
8. Employ Generative Coaching Techniques
This would be a situation where employing generative coaching techniques could assist the direct report in realizing their full potential. Prepare yourself in advance to show up without judgment and provide an open space where you make inquiries, such as, “What is missing to help you to reach your full potential?” Provide an environment for them to take ownership, rather than advice, and witness the results. - Bryan Powell, Executive Coaching Space
9. Address The Source Of The Dichotomy
A “high performer” who is “barely meeting expectations” is an oxymoron. High performers are intrinsically driven to excel. My advice would be to first address the source of this dichotomy and find a solution accordingly. Ultimately, after due diligence is done, it’s only in the best interest of the employee (whose talent is being wasted) and the organization to let them go if it’s not a right fit. - Lillit Cholakian, NewGen Global Leaders
10. Raise The Expectation Bar
If you have a high-performing employee who consistently delivers quality work, celebrate. Work-life balance or other motivations may be more important to them. Align and set mutual expectations to the circle of needs: what they need, what you need, what the team needs and what the enterprise needs. From there, co-create a clear path forward set upon clear, agreed-upon contributions. - Jodie Charlop, Exceleration Partners
11. Don’t Compare Their Output To Yours
As entrepreneurs, our expectations and output are off the charts. This is what makes us entrepreneurs! Comparing employees to you will only bring disappointment. If you really need (and not just want) them to perform at a higher level, you may want to make a change. If you have to push them too hard, you are passing the burden onto yourself. Only expect an employee to do a job 80% as good as you. - Glenn Grant, Selfassembled Ventures
12. Consider How You May Be Responsible
I would ask the employer how they might be responsible for this result and what they can do to ensure their employees know how to perform and meet metrics that exceed expectations. It’s up to the leader to set the expectation clearly and teach someone how to win at meeting those measures. - Sunny Smith, Empowering Women Physicians
13. Find Out What They Are Passionate About
The way to unlock the potential you see in someone is to find out what lights them up and let them run with it. No ultimatum will get a steady performer to become a superstar. The leader needs to find ways for the teammate to test areas that they’re passionate about so that they can unleash that passion at work. - Steve Haase, Hypergrowth Coaching, Inc.
