Seventy-three percent of managers in my surveys say they spend more time with marginal performers than they do with high performers.  When I ask “why?” I get responses like:  “They need more help.” “The best way to improve is to fix your weaknesses.” “I take pride in developing people.”   Underdogs, long shots, and dark horses get our sympathy.

According to survey results reported by Karie Willyerd, a workplace futurist for SAP SuccessFactors, in the Harvard Business Review, high performers produce 400% more than average performers.  High performers value competitive compensation, merit rewards, monthly 1:1 sit-down sessions with their managers, work challenges and personal growth

Authors Smith and Rutigliano, in a Business Journal article, suggest you allocate your time with team members as follows:

• 50-60% of your time with your stars,
• 20-30% of your time with talented newcomers,
• 10-15% of your time with experienced performers who have acceptable performance, and
• whatever time you have left professionally removing your chronically low performers.

Please understand, I do not suggest abandoning average and new performers. I do suggest dramatically increasing support for higher performers.  You will get better results; and although they may not need your attention, they have earned it.