Why High Performers Leave Organisations and What You Can do to Retain Them

Top performers are often the backbone of organisations. Whilst everyone within the business has an important role to play in delivering on the organisational promise and outcomes, it’s often the top performers who are looked to for driving innovation, productivity, and growth.?

However, retaining them increasingly needs more than competitive salaries, perks ands recognition; it demands a more intentional approach to leadership that contributes to an environment in high performers feel valued and motivated, that they matter, and are committed to staying.?

I’ve looked at some recent research from author, researcher and professor Zach Mercurio, Ph.D. , whose book ‘The Power of Mattering’ is published next year. I see 4 ways in which leaders can achieve this:

Notice and Acknowledge Top Performers

Top performers often operate under the radar because they can consistently deliver results without creating problems - which can lead to feelings of invisibility, especially if they’re not being recognised for their efforts.

Leaders should actively notice all the people within the organisation - for high performers they need top make time for regular, meaningful check-ins that go beyond transactional updates. Questions around workload, and the offering of support, will often be noticed. Zach suggests something called “stoplight check-ins”-? where employees share their current energy levels (green, yellow, or red), which can provide real insights into how they feel about their wellbeing.

Provide Specific and Meaningful Feedback

Generic feedback - think back to old school reports with advice like “good work” or “keep it up” which offered encouragement to many but not might seem genuine for top performers. Leaders should be able to offer more detailed affirmation that highlights their specific contributions and impact. This means that feedback should be precise:

• Describe the context: Highlighting a specific project or situation where their contributions stood out
• Name the behaviours: Specify what they did that made a difference
• Explain the impact: Share how their actions have positively affected and impacted the team, organisation, or clients.

Meaningful feedback doesn't just motivate high performers but can also reinforce their sense of purpose and belonging to the business.

Show Them They’re Needed

High performers often operate at their best levels when they know their work is indispensable. Leaders should try to help them understand their value by linking their efforts to measurable outcomes. For example, data? van be used to demonstrate how their contributions have driven results - eg. higher customer satisfaction scores or increased revenue.

Find simple yet powerful phrases that acknowledge how their skills and perspectives are critical to their teams’ success.

Strengthen Personal Connections

The relationship our people have with their managers and leaders often play a pivotal role in employee retention. High performers want to feel understood and supported by their managers and leaders. Ways to engage with them on a more personal level to help improve this are:

• Prioritising wellbeing: Showing genuine concern for their mental and emotional health
• Sharing your own experiences: Open up about your own challenges or anxieties can create an important bond
• Being accessible: Let them know they can approach you with concerns or ideas anytime

Retaining top performers - in fact, retaining all your people - is not about grand gestures but about consistent, intentional actions that make them feel noticed, affirmed, and needed.?

By investing in these relationships, and reinforcing their importance to the business, you can create an environment where your best talent chooses to stay and thrive.