Ignoring High Performers: The Costly Risk of Neglecting Your Best Assets

In every organization, high performers are the silent engines driving innovation, excellence, and unparalleled productivity. They shatter ceilings, elevate teams, and create ripple effects that often go unnoticed. Yet, ironically, these high-achieving individuals are often sidelined, overlooked, or worse—burdened with feedback that stifles rather than empowers their potential.

The reality is stark: High performers are up to 400% more productive than average employees, and in complex roles like software development, that productivity can surge to a staggering 800% more (HBR, 2024). Despite their critical importance to an organization’s mission, these exceptional contributors are frequently taken for granted while managers focus their energy on under-performers who demand immediate attention.

The consequences of ignoring your high performers are devastating—not just for the individuals but for the organization as a whole. Let’s unpack the risks and explore why prioritizing these top-tier employees is vital for sustained success.

The High Performer Paradox

If you think high performers have it easy in the workplace, think again. While they do receive 1.5 times more feedback than their peers, much of it is poorly framed and counterproductive. According to a 2024 report by BusinessWire, high performers are bombarded with 2.6 times more fixed-mindset language, which suggests their abilities are static rather than capable of growth.

This phenomenon is further complicated by demographic stereotypes that disproportionately affect women and minority groups:

• High-performing women are 38% more likely to receive problematic feedback compared to their male peers (Fortune, 2024).
• 78% of women report being negatively described as emotional, compared to just 11% of men.
• More than 60% of Hispanic/Latino and Black employees recall being labeled as emotional, further compounding stereotypes that inhibit their growth and self-perception.

When organizations fail to address these disparities, they risk alienating their most valuable assets. High performers thrive on trust, meaningful feedback, and recognition—not empty platitudes or harmful stereotypes.

The Cost of Neglecting High Performers

1. Disengagement and Burnout

High performers bring unparalleled dedication to their work, often going above and beyond what’s expected. But when this effort isn’t acknowledged or rewarded, it can lead to burnout and disengagement. Imagine putting in 150% effort day after day, only to be criticized disproportionately or told, “You’re good, but you could be better.”

This dynamic creates a dangerous cycle:

• High performers become frustrated by lack of recognition.
• They disengage and reduce their effort.
• The organization suffers from diminished productivity and morale.

Without intentional support, even the most driven employees will reach a breaking point.

2. Attrition of Top Talent

Neglected high performers don’t stick around. When organizations fail to provide growth opportunities, clear career paths, and recognition, these employees will seek environments where their contributions are valued.

The cost of losing top talent is staggering:

• Turnover costs range from 50% to 200% of an employee’s annual salary, depending on their role (HBR, 2024).
• Productivity losses are compounded when the high performer leaves behind a skills gap and demoralized teammates.

Retention is no longer a luxury—it’s a necessity. And keeping high performers engaged and motivated is key to preventing costly turnover.

3. Damage to Team Morale

When high performers are ignored, it sends a message to the rest of the team: “Exceptional effort isn’t worth it.” Over time, this demoralizes colleagues who look to high performers as role models.

Additionally, high performers who become frustrated or disengaged may withdraw from mentoring or supporting their peers. This can lead to a breakdown in collaboration, eroding trust and productivity across the board.

4. Stagnation of Innovation

High performers are often the catalysts for innovation in an organization. They challenge the status quo, push boundaries, and think outside the box. Ignoring them stifles their creativity and diminishes the organization’s ability to adapt and grow.

An innovation-driven culture thrives on the contributions of its best thinkers. Without them, companies risk falling behind competitors who actively cultivate and retain their top talent.

What’s Behind the Neglect?

The neglect of high performers often stems from managerial blind spots and systemic flaws. Here are some common culprits:

1. Over-reliance on High Performers: Managers often assume that high performers can “handle themselves,” which leads to disproportionate attention on under-performers.
2. Bias in Feedback: Performance reviews often reflect biases, with women and minorities disproportionately receiving feedback that reinforces negative stereotypes (Fortune, 2024).
3. Fixed-Mindset Culture: Organizations that use language suggesting abilities are static risk discouraging their top talent from striving for growth.
4. Lack of Development Opportunities: When high performers aren’t given challenging projects or leadership roles, they feel undervalued and stagnate.

Addressing these root causes is critical to fostering an environment where high performers can thrive.

Strategies to Retain and Empower High Performers

1. Recognize Their Contributions

High performers need to know their efforts matter. Recognition doesn’t have to be extravagant—it just needs to be sincere and timely.

Tips for Meaningful Recognition:

• Personalized Acknowledgment: Tailor praise to specific contributions rather than generic platitudes.
• Public Recognition: Celebrate achievements during team meetings or company-wide events.
• Peer Recognition: Encourage colleagues to highlight each other’s successes, fostering a culture of mutual appreciation.

2. Provide Constructive, Growth-Oriented Feedback

Feedback for high performers should inspire growth, not diminish their confidence. Avoid fixed-mindset language and focus on actionable insights.

Effective Feedback Practices:

• Balance Strengths and Opportunities: Highlight what they do well before suggesting areas for improvement.
• Encourage Reflection: Ask open-ended questions that prompt self-assessment and collaboration.
• Avoid Harmful Stereotypes: Ensure feedback is free from gendered or racial biases that can undermine confidence and performance.

3. Offer Clear Growth Opportunities

High performers crave challenges and pathways to advancement. Without these, they’ll seek opportunities elsewhere.

Strategies for Growth:

• Stretch Assignments: Assign projects that push their skills and creativity.
• Leadership Development: Invest in training programs that prepare them for managerial roles.
• Career Pathing: Collaborate with high performers to map out their long-term goals and align them with organizational opportunities.

4. Foster a Culture of Inclusion and Equity

Diverse high performers face unique challenges, from biased feedback to systemic inequities. Addressing these issues is essential for creating a supportive environment.

Equity-Focused Initiatives:

• Bias Training: Educate managers and employees on recognizing and mitigating bias in performance reviews and feedback.
• Mentorship Programs: Pair high performers from underrepresented groups with senior leaders who can champion their growth.
• Transparent Policies: Ensure all employees understand how promotions and opportunities are allocated.

5. Actively Manage Workload and Stress

High performers are often overburdened because of their reliability. While they may handle the pressure, it can lead to burnout if left unchecked.

Ways to Manage Workload:

• Delegate Strategically: Distribute tasks across the team to prevent over-reliance on top performers.
• Check-In Regularly: Have one-on-one conversations to gauge their stress levels and capacity.
• Encourage Time Off: Ensure they take vacations and unplug to recharge.

6. Create a Feedback Loop

High performers value organizations that listen to their input. Creating a two-way feedback loop empowers them to shape their workplace experience.

Feedback Loop Practices:

• Pulse Surveys: Regularly assess employee satisfaction and engagement.
• Feedback Sessions: Host forums where employees can share ideas and concerns.
• Follow-Up: Act on their suggestions to demonstrate commitment to improvement.

The Ripple Effect of Supporting High Performers

When organizations prioritize high performers, the benefits extend far beyond individual employees. Supported high performers:

• Inspire Teams: Their energy and innovation uplift those around them.
• Drive Results: Their contributions lead to measurable improvements in productivity and efficiency.
• Strengthen Culture: Their satisfaction fosters a positive and engaged workplace environment.

Conversely, neglecting them creates a toxic cycle that harms morale, retention, and overall success.

Final Thoughts

High performers are the lifeblood of every organization, but they’re also human. They need recognition, support, and opportunities to grow—just like everyone else. Ignoring them not only jeopardizes their well-being but also risks the future of the organization itself.

It’s time to shift focus. By prioritizing high performers, organizations can unlock their full potential and build cultures that thrive.

Take care out there, and keep leading with heart!

References

• BusinessWire. (2024). New research reveals high performers at work get the lowest quality feedback. Retrieved from https://www.businesswire.com/news/home/20240730084950/en/New-Research-Reveals-High-Performers-at-Work-Get-the-Lowest-Quality-Feedback
• Fortune. (2024). Analysis of 23,000 annual reviews shows top performers get worst feedback. Retrieved from https://fortune.com/2024/08/27/analysis-of-23000-annual-reviews-shows-top-performers-get-worst-feedback-careers/
• Harvard Business Review. (2024). Stop ignoring your high performers. Retrieved from https://hbr.org/2024/10/stop-ignoring-your-high-performers