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At one point or another, most of us have been told something along the lines of “you reap what you sow” or “you get out of it what you put into it.” Many people are capable of doing a good job, but only a small percentage consistently go above and beyond. In fact, according to research done by Harvard and MIT, only 3-5% of staff members can be named as high-potential employees.

Here is a playbook of how to utilize and motivate high-performing, key employees.

Plan Resources Ahead of Time

Top performers excel when they are being challenged sufficiently, so they don’t become bored.  Therefore, top performers will get anxious if there isn’t enough responsibility, if there aren’t new things to learn, new challenges to take on, opportunities for advancement, and so forth. By planning ahead and knowing which positions will eventually need filling, you can have confidence in knowing where your top players may end up, giving them a sense of anticipation to work towards internally filling managerial openings, as well as creating learning opportunities along the way.

Choose the Right Players

Knowing which positions might eventually need to be filled allows you to determine who in your workforce is best equipped to step in. Asking employees what their goals are is a good place to start, but words and actions don’t always align. Keeping an eye out for the key players in the office will help you identify who is seeking to climb the corporate ladder, who is best suited for a leadership role, and who may not have the necessary motivation or desire to be at the top of your organization’s structure.

Evaluate Players’ Strengths and Weaknesses

We all have our strengths and weaknesses, but it’s those who work on turning weaknesses into strengths that stand out from the crowd. Remember, sometimes it isn’t always overcoming weakness that makes one strong.  It’s often finding the right people who can be counted on, and make a leader stronger.  As you review top performers, look for qualities that emphasize a willingness to learn, an understanding of how to delegate to the right people, as well as knowing who to trust (and depend on).  Work with these key players to develop plans that enable them to learn new skills and improve existing ones by providing the necessary tools and opportunities for success.

Inform Players of Potential Future Roles

Part of making a plan for future leaders is to inform key performers about what the future holds for them.  A goal is critical to motivation and essential in keeping track of achieving the overall objectives.  Additionally, by acknowledging the value and potential of top talent, you set the expectations high (thereby establishing a challenge), show appreciation for great work (keeping motivation high), and ensure that everyone else is aware that hard work and productivity are valued (which is great for a positive corporate culture.)

Initiate Growth and Training

Just as in professional sports, top players in the office need constant training to keep growing and improving their skills. Give them time to research how to fill their potential role effectively and send them to training programs, workshops, seminars, or conferences that focus on improving skills, knowledge, and networking with peers and others in the industry. This is a commendable follow-through on your part in helping your key players reach their full potential within your organization.

Provide Opportunities

Along with training, playing different roles helps grow top players into leaders. Understanding the value of other roles and how they contribute to moving the company forward, develops new skills and experience. Doing the same task over and over gets old fast anyway. Through job rotations, top talent learns new skills, networks with colleagues within the company, and gains a deeper understanding of how the company operates. Ultimately, this will lead to more effective leaders who possess a “big picture” perspective on the organization, emphasizing the importance of productivity, efficiency, effectiveness, and agility.

Reward the Key Talent

Every good team earns a reward, especially the MVP or, in this case, the high-potential employee. Travel incentives are more than a great reward; they are a great motivation. According to the Site International Foundation, travel incentives are more motivating to 95% of employees than pay raises. Additional loyalty to the company is felt by 75% of those who earn a travel reward, and productivity can be increased 18% when a travel incentive program is introduced to a company.

Knowing that high positions will eventually need to be filled and being prepared to fill those spots internally gives you a head start. Your high-potential employees have just that – high potential to fill and thrive in leadership and top positions. By motivating and equipping those employees, your organization is bound for success.

Considering a travel incentive program to reward employees? Contact Gavel International to learn more.

This article was last updated on July 18, 2025

Eloisa Mendez
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