If this headline caught your attention, it’s because there is some truth to it.

More often than not, managers misguidedly give the majority of their limited time and energy to low performers. What does that leave top performers to think and believe? Low performers are energy-draining, and, as a manager, you need to make sure to focus on your top performers and to find ways to amplify and invest in their strengths. But how do you do this? Here are a few ways:

1. Balance out your time with all kinds of performers. First, check yourself​. How much time are you spending with low performers? High performers? At a minimum, balance out your time. Where you invest your time indicates where your priorities are. Who and what are your priorities? This step is important because evaluating how you spend your time forces you to see reality. Managers are often surprised with how much more time they could be spending with top performers and are disappointed to see the clear drain of low performers on their time.

2. Give your time, attention, and resources to top performers. Ignoring your top performers and not rewarding solid performance is a surefire way to lose incredible talent. You need to be continually thinking about how you invest in top talent, retain them, and grow them into their next roles. Build trust by seeking to understand their motivations and how you can provide meaningful opportunities for them to flex their skills. If you’re not taking care of your top performers, know that someone else will swoop right in and offer what you are not. Expect your top people to be recruited on a regular basis and consider how you will effectively engage in that conversation.

3. Get out of the way; do not micromanage. Create goals and clarity around outcomes, and then let your top performers fly. Resist the urge to dictate the how. You’ll be amazed by the results of giving creative freedom to talented people. Expect results beyond your wildest hopes.

4. Get interested​ and take the time to build meaningful relationships with your team. Talk to your top performers about their dreams, goals, and aspirations. Open the door for candid conversations about what’s next for them and how you can be a part of getting them there. Then, find a way to support them in achieving those. Keeping the door open to candid conversations helps you to build trust and also to predict transitions that will inevitably happen.

5. Give genuine praise freely and often​. In the spirit of radical candor, don’t be shy about giving praise when it’s earned (note: radical candor is not just about constructive feedback). In fact, managers often need to provide more recognition than they think they do. Let your top performers know that they’re appreciated and why. Give credit where credit is due.

6. Make hard decisions​ as necessary. Over time, consistently low performers can become a productivity and culture drain on your team, for your top people and for you. If you’ve got a consistently low performer who isn’t responding to your efforts and continues to be a drain on the team’s energy, engagement, and productivity, you must make a change. Remember that you cannot change anyone’s behavior – you can only shape the path toward stronger performance. If it’s not working, act quickly. As they say, hire slowly, fire quickly. The best managers focus their energies on their best employees, which amplifies the strengths of their teams. These managers get the best results. Focus in and obsess over investing in your top people, and you’ll see success for you, for your team, and for your company’s purpose.