You have a top performer on your team. How do you give feedback that keeps them motivated?

With top performers, feedback must fuel—not fix. After decades in performance management, I’ve learned they often succeed by creatively aligning work with their thinking preferences. 🧩 They’re not a blueprint to replicate—but a spark to inspire. Use their unique approach to challenge others to explore new ways of working. Recognize their impact while reinforcing their role as a catalyst for team growth—not a lone standard.

One thing I’ve found helpful in giving feedback to top performers is being specific about how their contributions have made a real difference to the team’s success. I focus on examples of their work that set them apart, such as leadership in challenging situations or innovative ideas that improved outcomes. I actually disagree with overloading them with too much praise—it’s important to keep the feedback genuine and focused on continued growth. An example I’ve seen work well is when top performers are given opportunities to mentor others, reinforcing their value and offering them new challenges to maintain motivation.

With a top performer, I skip the generic “great job” and deliver feedback that fuels their fire. I focus on specific impact-driven praise—not just what they did well, but how it advanced the team or business. I frame challenges as next-level opportunities, inviting them to stretch beyond comfort zones. Instead of managing, I co-create growth paths, aligning feedback with their ambitions. By offering ownership, visibility, and meaningful recognition, I turn feedback into a catalyst—not a pat on the back, but a step toward something greater.

When giving feedback to a top performer, it’s important to acknowledge their contributions while encouraging continued growth. Start by highlighting their achievements and specific ways they’ve excelled—this not only reinforces their positive behavior but also shows you recognize and value their hard work.

Keeping a top performer motivated requires thoughtful, growth-focused feedback. I start by acknowledging their achievements with specific praise, reinforcing how their contributions impact the team and organization. Instead of generic compliments, I highlight unique strengths and moments where they went above and beyond. To keep them engaged, I provide constructive challenges, suggest new responsibilities, or discuss career advancement opportunities. Encouraging innovation, seeking their input, and showing appreciation for their efforts ensure they feel valued and inspired to continue excelling.

Top performers thrive on challenge, not just compliments. Start with tailored praise—recognise specific achievements and the impact they’ve made. Blend in constructive feedback that stretches them further; they’ll appreciate being pushed to grow. Offer clear growth opportunities—new projects, leadership roles, or learning paths. Keep regular check-ins to stay aligned and show ongoing support. Peer recognition also fuels motivation—make their efforts visible. Above all, grant autonomy and trust; high performers excel when they feel empowered.

With top performers when I deliver my feedback, I ensure to - 1. Acknowledge– Specifically highlight their contributions, the impact on the project & team, and recognize their role in driving success. 2. Ascertain – Offer actionable insights & point out the areas of improvement to refine their approach/improve performance to achieve even greater results. 3. Discuss (Aspirations & Career Path) – Define a clear career trajectory based on strengths and areas for improvement, encouraging them to upskill for broader or next-level roles. 4. Support – Reinforce your commitment to their growth by providing continuous support, mentorship, and resources to help them succeed.

One thing I’ve found helpful when offering constructive feedback to top performers is framing it as a growth opportunity that aligns with their career goals. I focus on areas where they can expand their skills and take on more responsibility, positioning it as a challenge they’re fully capable of. I actually disagree with focusing too heavily on what they’re not doing well—highlighting potential growth areas keeps the feedback positive and motivating. An example I’ve seen work well is when a top performer is asked to lead a high-visibility project, which both challenges them and demonstrates trust in their abilities.

One thing I’ve found helpful in motivating top performers is having a clear discussion about their career trajectory and future opportunities. I ensure they understand the steps needed for advancement and how their growth can align with team and organizational goals. I actually disagree with keeping career progression ambiguous—top performers want to see a clear path forward. An example I’ve seen work well is when a high performer is given a roadmap with clear milestones, coupled with opportunities to lead strategic initiatives, making their success feel directly tied to the company’s long-term vision.

One thing I’ve found helpful in fostering peer recognition is creating a regular platform where team members can publicly acknowledge each other’s strengths and contributions. This could be in the form of a monthly shout-out meeting or a shared digital space. I actually disagree with relying solely on top-down recognition; peer recognition often feels more genuine and impactful. An example I’ve seen work well is a “Kudos” board, where team members write notes of appreciation for each other’s work, which are then shared in team meetings. This not only boosts morale but also strengthens collaboration and highlights the efforts of top performers.

Setting high expectations and creating an environment for top performers to thrive is the leader's job. High quality results delivered the right way is the top performer's contribution. When those top performers know they have consistent support to take on more challenges, and when leaders know they can count on top performers to deliver, conditions for individual and organizational success are quite favorable.