Most managers see high performers and just leave them alone because they are performing well. But I think high performers are where all the potential of a company lies. I try to spend the majority of my time on top performers to harness and expand their potential. When I work with them, they often end up in a role completely different from where they started — a better fit for them and the organization.
Look at you being a better boss then I've ever had or were.
A tactic I like to pursue in this course is to find the intersection between a high performer's interests and unrecognized needs in the organization. Most companies are sufficiently dysfunctional that you can give this effort to a high performer without impacting delivery schedules. Then they have something they can engage with and own.