I sometime feel that I am disrespect my superior. It could be due to No. 4 mistake. But in science, I think it is much better to be conforntational and do what is being told. Innovation cannot survive in do what is told organization!

4 Mistakes that Discourage Top Performers

Most of the top performers I worked with liked recognition, were very cognizant of the compensation they received for their extra contributions, and made it clear they were unimpressed by fellow employees or managers who were less driven or sharp.

To retain top performers, you not only have to know how to keep them motivated by identifying new responsibilities, objectives, and challenges (or in some cases being able to keep up with their innovation), you have to know how to avoid demotivating them as well.

In the article, What Alienates Top Performers, by Steven DeMaio, a top performer is identified as someone having the talent to do the manager’s job and the “keen ability” to assess the manager’s choices. Even if the manager does a great job handling the most important issues, there are small things that top performers find frustrating. Below is a list of four mistakes managers make that discourage top performers.

1. Dropped balls — Top performers do not appreciate when they have to point out dropped balls from their managers and are likely to be disappointed in the manager whose oversight made them become involved.

2. Ignoring Tough Questions — When a manager ignores, avoids, or deflects important issues, top performers are unlikely to do the same. Unresolved important issues bother them. This reluctance to address the issue can be viewed as a reflection of the manager’s ability to “assess matters on the merits.”

3. Lopsided Reliance on Data Over Judgment — When a manager uses data as a crutch or lack of data as an excuse for inaction, a top performer questions the manager’s capacity for good judgment.

4. Unease with Leadership Skills in the Ranks — Good managers appreciate talent and the opportunity to be able to mold people who remind them of themselves. While most managers are like this, there are some that value the “steady pluggers” over those with the highest potential (maybe view top performers as too demanding of their time, confrontational, less predictable, etc.). Top performers recognize this type of “complacency” in their manager and don’t respect it.