The Hidden Traps of High Performers

Every manager dreams of having high performers on their team, the go-to employees who consistently deliver, take initiative, and often set the pace for everyone else. They’re the people who “just get it done,” often with little oversight. But here’s the trap: when high performers are left on autopilot or relied on too heavily, they can quietly disengage, burn out, or even leave. And when they go, they often take institutional knowledge and credibility with them.

High performers can be your team’s greatest asset or your biggest flight risk. Let’s look at the hidden traps leaders fall into with their top talent, and how to avoid them.

Trap 1: Assuming They Don’t Need Support

Managers often think, ‘They’re doing great, so I’ll focus my attention on the struggling employees.’ While it’s essential to coach low performers, high performers also need support. Without it, they may feel taken for granted.

How to Avoid It:

• Schedule regular check-ins to understand their workload, goals, and frustrations.
• Ask open-ended questions like, “What would make your work more rewarding right now?” or “What challenges are you not talking about?”
• Provide feedback, not just when things go wrong, but to recognize and reinforce what they’re doing right.

Trap 2: Overloading Them with Work

When deadlines loom or staffing is tight, it’s tempting to pile extra work on your strongest employees. The risk is that they quietly shoulder too much until it leads to burnout or resentment that others aren’t pulling their weight.

How to Avoid It:

• Balance assignments across the team, even if it means coaching others to step up.
• Be clear about priorities: ask, “If you could only focus on two things this week, what would they be?”
• Watch for signs of overextension, missed deadlines, shorter communication, or decreased enthusiasm.

Trap 3: Neglecting Development Opportunities

High performers thrive when they are challenged and growing. If they feel stagnant, they’re more likely to look elsewhere. Development doesn’t always mean a promotion; it can mean stretch assignments, mentorship opportunities, learning new skills, and don’t forget, delegating opportunities that will help them grow, not just help your workload.

How to Avoid It:

• Offer projects that stretch them beyond their comfort zone.
• Involve them in cross-functional initiatives where they can build visibility and influence.
• Ask them about career aspirations and co-create a development plan.

Trap 4: Ignoring the Emotional Side

High performers aren’t immune to disengagement or stress. They often hold themselves to higher standards and may feel isolated if others aren’t matching their pace. When their effort isn’t acknowledged, frustration grows quietly.

How to Avoid It:

• Recognize them publicly and privately. Be specific: “Your work on the client proposal raised the standard for the team.”
• Encourage balance by modeling healthy boundaries yourself.
• Create space for them to share concerns without judgment.

Trap 5: Failing to Share the Load

Sometimes managers hoard decision-making or key information, unintentionally limiting their high performers’ ability to contribute strategically. This can make top talent feel undervalued or stuck.

How to Avoid It:

• Delegate decision-making authority on appropriate projects.
• Invite them into planning sessions and strategy discussions.
• Show that you trust their judgment by acting on their input.

Moving Forward

High performers are often the backbone of a team’s success, but they’re also the ones most at risk of burnout, disengagement, or departure if not managed with care. The best leaders don’t just rely on their top people; they invest in them.

Takeaway for Leaders:

• Don’t assume silence equals satisfaction.
• Protect them from burnout by balancing workload.
• Keep them growing with new challenges and visible opportunities.
• Recognize them as whole people, not just producers.

When you actively support your high performers, you not only retain them but also multiply their impact across your team.

Dusty Tockstein is a senior consultant at Peter Barron Stark Companies. Dusty works with clients to improve their corporate culture through a variety of tools, including Employee Engagement Surveys, 360 Leadership Development Assessments, Leadership Coaching, and Organizational Assessments.