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"So, what do high performers really want in the workplace? They seek recognition, growth opportunities, and autonomy, but retaining their commitment requires more than just understanding these needs." Or you could pay the high performers more and compensate them better? People are generally not spending their time at work for sheer altruism. There are of course exceptions, but I would say the majority has bills to pay and the uncertain future to consider; people work, not because of self-fulfillment and spiritual growth and whatnot, but because they get money for their efforts. Also, if the work environment is micro-managed, meeting-infested, has arbitrary policies, lacks autonomy, does not recognize people, has near zero growth opportunities, bottom ranks go "WTF?" every time when upper ranks open their mouth, and so on, I doubt people can become high performers to begin with. That is: the work environment has to do something right for high performers to arise at all. So, optimizing the components of a good work environment further might be fine, but if those are already on an OK level, from the point of view of the high performer: what's the point -- what's in it for them? |