More Work for High Performers: The Burden of Excellence

I recently came across a LinkedIn post that struck a chord with many professionals. It highlighted a workplace phenomenon: high performers being “rewarded” with more work while others maintain standard workloads. This adds on to the many factors driving burnout in our most capable team members. Although often rooted in organisational culture, team leaders can make significant changes within their own units to support their best talent.

We’ll explore how team dynamics unfold across different structures in the upcoming OD Cafe , where we’ll reference Mintzberg’s organisational forms. This is a fantastic opportunity for team leaders to gain valuable insights and practical strategies to address these challenges directly. I encourage you to register and join the conversation, as together we can cultivate environments that prioritise well-being and foster sustainable excellence in our teams. But before that, let’s talk about this dilemma: high performers getting the delightful “reward” of even more work—because who doesn’t love a little extra stress?

The cycle of “reward”

In a Programmed Machine structure, like a large manufacturing plant, a high performer might consistently handle tasks with efficiency and accuracy. Impressed by their reliability, the teal leader assigns them more complex projects. As they continue to excel, their workload expands, often without a corresponding increase in support or recognition. This pattern can lead to exhaustion, as these employees face expectations to take on more without additional resources. Research indicates that high performers frequently encounter elevated expectations and limited recognition (Gallup, 2018). In structured environments like this, it’s often easiest for managers to assign tasks to dependable team members, not fully considering the potential for burnout and emotional fatigue.

High performers, caught in this cycle, experience stress and the sense of being undervalued. They may watch others maintaining healthier work-life balance while they struggle with chronic stress, emotional fatigue, and burnout (Cao & Ali, 2021).

In a Project Pioneer- a consulting firm for instance, top consultants often juggle multiple client projects. With their workload growing disproportionately, they may begin to question whether their hard work is valued or simply exploited. This emotional toll is further exacerbated when they struggle to find time for career development and strategic thinking.

Breaking the cycle: Actions for team leaders

1. Rethink workload distribution

Rather than assigning complex tasks to the same people, leaders should consider rotating project responsibilities, giving other more opportunities to learn and become high performers. This prevents burnout among high performers while also providing growth opportunities for other team members.

2. Recognise excellence beyond more assignments

Recognition doesn’t have to mean more work. Leaders could explore other forms of appreciation, such as career advancement opportunities or additional compensation. For instance, a high-performing software engineer in a start-up (Personal Enterprise) could be given time to attend an industry workshop. This recognises achievements, supports career growth, and rewards without additional workload.

3. Set boundaries and remove obstacles

To prevent burnout, leaders must set boundaries and actively remove obstacles that hinder team effectiveness. One delegate in our programme shared an example where their team had already communicated a lack of bandwidth to their team leader, only to have a senior leader later request additional work from them. Despite their earlier conversation, the team leader agreed to the new task with a smile, disregarding their concerns. In situations like this, team leaders should advocate for their team by reinforcing capacity limits and respectfully declining additional tasks when resources are stretched, ensuring that team members’ well-being remains a priority.

So what?

The solution isn't about penalising high performers but about building teams where excellence is nurtured and recognised sustainably. By rethinking workload distribution, providing meaningful recognition, and setting firm boundaries, team leaders can disrupt the burnout cycle. Each of these actions signals that leaders value not only the work high performers contribute but also their well-being.

Ultimately, it’s the team leader’s responsibility to make sure their top talent is supported, not overburdened. By creating an environment where team members can excel without feeling punished for their success, leaders foster a culture where high performers feel valued, capable of thriving, and motivated to contribute. Through these efforts, leaders can ensure their teams not only meet organisational goals but also support the long-term satisfaction and growth of every member.

Written by: Mbali Masinga