Lead Top Performers Without Relying on One Person

A strong performer can become the person managers call for every difficult customer, every new starter and every late shift. That may solve today's problem, but it creates a single point of failure and can hide gaps in the wider team's capability.

Start by recognizing specific contribution. Name what the colleague did and the effect it had: for example, how they clarified a customer's need, coordinated a handover or helped a new starter practise a system task. Avoid making recognition a comparison that diminishes other colleagues.

Ask what made the result possible. Was there a useful question, product knowledge, preparation or judgment that could be practised by others? Invite the colleague to share one example, but agree the time and scope. Coaching, training and additional responsibilities should be planned and recognized as work, not quietly added to someone's shift.

Create more than one capable owner for important tasks. Pair colleagues for short practice, rotate suitable opportunities and check that each person is trained and authorized before delegating. Keep customer commitments and floor coverage protected while people learn.

Review whether the approach is spreading. Is the team more confident? Is the experienced colleague's workload sustainable? Do the results depend on a single person's availability? Use evidence to adjust development plans and involve the appropriate manager or people partner for formal progression decisions. Never imply a promotion or reward that you cannot approve.