Henman Performance GroupHenman Performance GroupHenman Performance GroupHenman Performance Group
  • About
  • Consulting
    • Build Stellar Boards
      • Board Assessment
      • CEO Evaluations
    • CEO Selection
    • CEO Transitions
      • CEO Transition Process™
    • C-Suite Selection
    • Culture Construction
    • Healthcare Services
      • Overview
      • First Look
      • OR Efficiency
      • Patient Satisfaction
    • M & A Consulting
      • Overview
      • Buyer’s Strategy
      • Acquisition Strategy
      • The Seller’s Strategy
      • Post Merger Integration
    • Strategy Formulation
    • Succession Planning
      • Executive Development
  • Leadership Development
    • CEO Advisor
    • CEO Coaching
    • C-Suite Coaching
    • Group Coaching
    • Talent Acceleration
    • Team Development
  • Speaking
    • Speaking Overview
    • Healthy Decisions
    • Risky Business Program
    • The Vibrant Board Approach
    • Make the Tough Calls that Shape the Future
    • The Merger Mindset Presentation
    • Challenge the Ordinary
    • Become a Magnetic Boss
    • How to Excel in the Hotseat
    • Take Charge of Change
  • Resources
    • Articles
    • Books
      • Healthy Decisions Critical Thinking Skills for Healthcare Executives
      • Risky Business
      • The Merger Mindset
      • Tough Calls: How to Move Beyond Indecision and Good Intentions
      • Challenge the Ordinary
      • Landing in the Executive Chair
      • The Magnetic Boss
    • Healthcare Services
    • Leadership Tips from Linda
  • Schedule a Call

Tips for Mentoring Clever People

  • Tips for Taking Charge of Change
  • Tips for Working with Bullies
  • Tips for Building Teamwork
  • Tips for Dealing With Difficult People
  • Tips for Improving Communication
  • Tips for Improving Leadership Communication
  • Tips for Resolving Conflict
  • Tips for Avoiding the Ten Mistakes CEOs Make
  • Seven Tips for Getting Referrals
  • Ways the Board of Directors Can Improve Evaluations
  • More Ways the CEO Can Work More Effectively With the Board of Directors
  • Tips for Handling Crisis
  • Tips for Improving Customer Service
  • Tips for Making Better Decisions
  • Tips To Handle Your First Ninety Days on the Job
  • Tips for Better Meetings
  • Tips for Female Bosses
  • Tips for More Effective Delegation
  • Tips for Time Mastery
  • Ten Ways to Improve Motivation
  • Ten Tips for Identifying Top Strategists
  • Tips for Executing the Strategy
  • Tips for Improving Strategy
  • Tips for Implementing Strategy
  • Ten Ways to Know Your Competition
  • Tips for Launching a Strategy Initiative
  • How to Fend Off Mission Drift
  • Tips for Thriving, Not Just Surviving, During a Recession
  • Tips for Succession Planning
  • Tips for Better Performance Reviews
  • Tip for Developing High Potentials
  • Tips for Mentoring Clever People
  • Tips for Identifying Top Talent
  • Tips for Using Data for Pre-Employment Screening
  • Ten Ways to Improve Hiring
  • Tips for Improving Accountability on Teams
  • Tips for Improving Collaboration
  • Tips for Improving Goal Clarity
  • Tips for Improving Group Decision Making
  • Tips for Building Trust
  • Tips for Female Leaders to Reduce Workplace Stress
  • Tips for Making Your Company a Talent Magnet
Home Leadership Tips from Linda Tips for Mentoring Clever People
  • Clever people learn quickly, so they bore easily. About the time they master a skill set, they itch to move on and start to take the recruiters’ calls.
  • You can’t fool them with titles, even though they appreciate ones that mean something. They want ever-changing, challenging work and real authority to make a difference.
  • They require other A players on their team. Make your organization a place where the clever choose to work, and your stars will become your best magnets for other top performers.
  • Celebrate innovation and experimentation, even when that means the occasional failure. Clever people like to create. You have to give them that chance.
  • They know their worth and expect to be compensated fairly. Even though star performers don’t usually count compensation among their reasons for taking or leaving a job, they do have a sense of fair play and want to be rewarded for who and what they are.
  • Top performers don’t respond well to autocratic leadership. Nor do they appreciate laissez-fair leadership. They want direction but in the form of democratic guidance, not an absence of direction.
  • Try to micromanage a star just a little, and you will lose that person.
  • A players want access—to you, your top clients, investors, and anyone else who is important to the organization.
  • Star performers require praise, but unless you offer it sincerely and specifically, they will dismiss it.
  • The best and brightest lead with strategy, not tactics. Often, in fact, they lack strong detail orientation and need others to keep them on track.

Leave a Comment

Cancel reply

Your email address will not be published. Required fields are marked *

Henman Perfomance Group Logo

Sign Up for our Newsletter

© 2025 Henman Performance Group | P.O. Box 7462 Town & Country, MO 63006 | Phone: (636) 537-3774

Website designed by: Go Daxxi

  • Home
  • About
  • Solutions
    • Board Services
      • Build Stellar Boards
      • Director Evaluations
      • CEO Evaluations
    • CEO Services
      • The Henman CEO Assessment™
      • CEO Advisor
      • CEO Transition Process™
    • Speaking
    • M & A Consulting
      • Acquisition Strategy
      • The Seller’s Strategy
      • Post Merger Integration
    • Strategy Formulation
    • Succession Planning
      • Executive Development
      • Executive Team Development
    • Pre-Employment Assessment™
  • Client Results
    • Client List
    • Case Studies
  • Resources
    • Books
      • Risky Business
      • The Merger Mindset
      • Tough Calls: How to Move Beyond Indecision and Good Intentions
      • Challenge the Ordinary
      • Landing in the Executive Chair
      • The Magnetic Boss
    • Leadership Tips from Linda
  • Assessments
    • Coaching Pre-Qualifying Survey
    • Board of Directors Assessment
    • Deal or No Deal Assessment
    • Executive Team Assessment
    • Integration Assessment
    • Strategy Assessment
    • Succession Planning Self-Test
    • Merger Mindset Quotient Assessment
  • Articles
  • Schedule a Call
Henman Performance Group