If a report shows aptitude in a certain area, find ways to let them grow and use that skill even more. This is how you can achieve a multiplicative effect. It also encourages people to see their success recognized.
You should help struggling people too, but don’t overemphasize that. Don’t double down on hard projects that are unlikely to succeed or have much of a payoff.
You cannot allow one team member to detract from other’s output. This can be the lone wolf type who denigrates other’s work. Even if they individual have high output, the impact on the whole team is too damaging to tolerate. You can find high output people who are team players.
Sometimes a report just doesn’t fit with a particular task or role. Maybe they aren’t interested, or have the necessary skills. It can be like dating, they are a good person but just not right.
These can be addressed by moving the person to a better fit, or there might not be a good fit anywhere in the organization.
If it’s clear a person does not fit in the needed role, don’t spend a lot of time and effort trying to work out. It’s better for both sides to part ways sooner. The person can find a better fit, and the struggle to fit won’t detract as much from the rest of the team.
Julie Zhou, The Making of a Manager