Why seeing every employee as high-value can make great teams

What is a high-value employee to you?

How many high-value employees do you have on your team? One? Ten? Could you give me a list of your high-value employees right now, or would you need to think about it?

One of the many ideas to come out of this period of en masse resignation is the concept of the high-value employee. Suppose you can recognize yourself as a high-value employee. In that case, you’re in a position to ask for more money, get promotions, or apply for better jobs.

The issue I see with this concept is that the high-value employee sounds like a rarity. Articles will offer individuals and leaders long lists of qualities that such people possess: they manage their time, but they also work as long as they need to get the job done, they are always early and work late; they communicate but don’t complain; they have a happy home life but leave home at home, they solve problems, they clean up other people’s messes, they are always calm, and don’t show pressure. 

Though all of these qualities can exist in a person, it’s unrealistic to expect them all the time. It is challenging to have a happy home life when staying late and arriving early to work every day. It’s even harder to communicate effectively when some interpret your concerns as complaining. Doing your work while cleaning up other people’s messes but feeling no pressure ever? Even I wish I had that much patience!

This interpretation of the high-value employee is harmful because it can remove the very real human-ness from the workplace. It says to team members that you should not consider yourself valued unless you check all of these boxes and constantly hit exceptionally high standards.

What’s missing from this discussion is that most of these desirable behaviours can be taught or nurtured in any team member. It’s not often that a person enters any job as fully formed with exceptional time management, self-starting, listening, and execution skills. Everyone in any workplace is an amalgamation of their workplace experiences, both good and bad. Some employees have had the experience of working with less-than exceptional leaders and teams that did not value them. Does that mean that they should not be treated with the same respect and privileges as those who have?

When we treat every team member as high-value or high-value potential, we say, “you’re also a respected and important team member. You are worth it, and I’ll work with you to get you there.” We let them know that their efforts do not go unrecognized and that you, as their leader, are willing to make space for them to develop these high-value skills. 

However, treating every team member as a high-value employee is more delicate than you might expect. It involves incredible self-awareness and paying great attention to the interpersonal relationships between you and your team members. If you think this form of leadership is suitable for you and your team, consider some factors.

Live your values: One of the most critical behaviours for any leader, regardless of their style or goals, is to lead by example. Living your values impacts how people inside and outside your organization see you. It can attract the right people to your life and set the standard for your team’s understanding of professionalism and performance. 

Consider this: If you’re not sure that you’re living your values at work, I recommend writing down all the values that, in your mind, make a perfect team. Then, for each value, think of 2 or 3 ways to incorporate those values into your day-to-day. Once you have completed your list, post it somewhere you can see it every day to remind yourself of the behaviours you would like to bring forth. Then, when making a decision or having a moment to consider your team’s environment, look to these values and reflect on whether you are aligning yourself with them. 

Everything is in service of your values, and your actions should represent that. If one of your values is a balanced life, but you repeatedly work long hours, your office needs to change. You want to be a part of an accountable, productive, and caring team, but are you accountable, caring and productive?

Preferential treatment: There is a big difference between rewarding great employees and offering preferential treatment to one perceived “special” employee. Much like how parents shouldn’t have a favourite child, bosses should avoid having a favoured employee. Rewards and incentives are great motivators, but too much special attention can breed resentment amongst the team. You want to ensure that you reward high-value behaviour in all its forms, not just the behaviours that make your life easier.

Consider this: Take a moment to reflect on your relationship with each team member. Do you offer someone more time and attention because they make your life as a boss easier? Do you ignore your team’s complaints about a colleague’s lousy attitude simply because they consistently hit deadlines? Are you letting some team members off the hook even though their actions don’t reflect your team values? Do you maybe avoid some team members because they struggle?

Once you have an idea of how you connect with each team member, list their pain points and areas for growth and help them create a plan to develop their skills better. Sometimes, a little time and attention can help a struggling employee quickly become a high performer. 

It could also be helpful to carve out time for every member of your team in your calendar. Connecting through one-on-ones or initiating some open-door time can be a great way to make yourself available to the group without being preferential. 

Connecting teammates: We’re all better when we share the workload and win together. I have had the privilege of working with, leading and encouraging connected teams. These teams are built on accountability, trust and a “how can I help?” attitude. However, they did not just appear on their own. These exceptional teams were nurtured by leaders who knew that success is a team sport that involves everyone feeling supported, heard and cared for. 

Consider this: Create a safe and supportive team environment. I recommend asking probing questions in one-on-ones and team meetings to better understand which teammates can best support each other. 

Also, pay attention to how your team members speak about each other when alone. Do they try to place blame on others? Do they talk negatively about their colleagues? Do they expect you to solve all of their interpersonal mishaps? Encourage your team to offer constructive feedback to their teammates and let them begin to work some of their pain points out with their colleagues directly rather than using you as the go-between. 

We are not hard-wired to be perfect high-value employees, but we can create a world of high-value employees with time and outstanding leadership. 

What are some high-value qualities you like to nurture in your team? Share in the comments below.