In many competitive fields, there is a phenomenon known as the "top performer's curse". This curse refers to the idea that being the best can come with a steep price. While being a top performer certainly comes with its fair share of rewards and recognition, it also brings a unique set of challenges and pressures that can be difficult to navigate. One of the main challenges faced by top performers is the expectation of continued success. When someone consistently performs at a high level, there is often an assumption that they will continue to do so indefinitely. However, maintaining a top level of performance is not always feasible or sustainable.
How am I supposed to "hang onto" a top performer without money to pay him or her, and without any ability to acknowledge the outstanding employee's contributions?
to be a catalyst for an America in which all seniors live nourished lives with independence and dignity , let me know or go to Meals on Wheels Corporate Donations directly. Importantly, in the majority of cases, having industry average talent will translate indirectly into industry average KPI s, Customer Service, Operational Performance, Profits, etc.
However, maintaining a top level of performance is not always feasible or sustainable. This can put immense pressure on the individual to constantly outdo themselves, which can lead to burnout and a decline in performance. Another challenge faced by top performers is the scrutiny and criticism that comes with being at the top.
Are Top Performers a Curse? ~ Talent Valuing Series ~ Part 2:
Famous visionary, Walt Disney was rejected over 300 times by bankers who thought his idea of Mickey Mouse was absurd.
Many said he was "too creative" and thus, he was viewed as a disruptive curse by employers and businesses.
Image Source: Library of Congress
Your Organization's Overall Talent - How many of your organization's top performers unfortunately left in the last three years?
How many of your organization's bottom performers unfortunately stayed?
We know top performers have more employment choices and are more likely to leave than bottom performers. Thus, over time, your organization’s overall talent level will align with the overall talent level of most competitors in your industry . overall, a little above, the same or a little above average.
Importantly, in the majority of cases, having industry average talent will translate indirectly into industry average KPI's, Customer Service, Operational Performance, Profits, etc. Let's peel the onion back a layer to observe the basic tactical foundation of this concept.
- An 8+ (scale 1-10 with 10 being theoretically "perfect") needs to be replaced with another 8+, just for your organization to just break even.
- 8+’s Aren’t easy to find. Our objective bell-curve reminds us top-performers make up less roughly 16% of the workforce in most industries at every level, C-Suite to the front-line. Thus, for your next 100 hires, roughly 84 (84%) will notbe top-performers.
- Objectively, only 80 (16%) of Fortune 500 CEO's, CFO's, CMO's, etc. are 8+'s while 420 (84%) are average (68%) or below (16%).
- 8+’s Refer 8+’s for open positions. When you lose an 8+, they’re likely referring 8+’s to your competitor, where they’re working now. This includes moving talent assets from where they previously worked (your organization), to your competitors.
- Simultaneously; while top-performers are leaving and most of the bottom-performers are staying, the weight of the bottom-performers continues to increase … similar to the size and weight of an anchor on a boat. This "anchor growth" negatively impacts your organization's speed of growth and speed of responses to changes in the industry.
- For purposes of brevity, it's important to realize this is a materially accurate summary albeit an over-simplification of why most companies in most industries produce average results for their Shareholders, Stakeholders, Employees, Communities, etc.
How does an organization avoid the tremendous inertia constantly pushing them toward average; to, consistently achieving results above or well-above average? This is the C-Level's complex, never relenting challenge. Hint: The way we see the problem may very well, be the problem.
Employee Interviewing / Performance Irony: There are multiple key reasons why top-performers can be viewed by many as a disruptive curse; yet, allowed to slip into the company through one of its “limited access doors”.
If you’ll recall from previous posts, 9’s don’t hire 5’s and talent can objectively be rated on a standard Bell-Curve. Thus; roughly 16% of the hiring managers will hire a whopping 84% of the top talent in an organization. Meanwhile, the majority of managers (84%) will hire a measly 16% of the top talent.
Here’s where it gets interesting. In mid-sized to large organizations, new hires may start working in one section, division, etc. but may work in more than 10 sections, divisions, etc. over many years at the same organization.
However; the same individual's performance can be viewed on a wide-ranging scale from exceptional all the way to poor; depending on who’s evaluating the talent.
Let’s break down various ironies associated with the contrast between the interviewing process and the work performance in an organization, division, etc. We'll start where the person managing the organization, division, etc. is an objective 6 and an objective 8.5+ individual performer who was previously hired by an 8.5+ manager, that has left the organization.
- In the interview, the 8.5+ individual was asked difficult questions that required creativity, problem solving, etc. while in this new work environment there’s much talk about being creative, solving problems, etc., but employees are told in a nutshell what to do, when to do it and when to ask permission before deviating.
- The 8.5+ does their best at the interview to earn the position. However, in the work environment, employees that match up best with the new 6.0 manager, ones that have a performance level slightly below the manager, (e.g. 5.5 for a 6.0 manager) are viewed as top performers. Demonstration of more competency than is preferred in the culture of a 6.0 manager is viewed as disruptive, threatening, etc.
- In the interview, the 8.5 brings and shares fresh ideas within the industry in an attempt to differentiate themself while in the new work environment led by a 6.0 manager, new ideas are seldom entertained and even less often, implemented.
Thus; top performers become a "disruptive curse” to the work environment led by objectively average managers.
In order for an average manager to protect his / her job security (and ego), feedback is often provided by the average manager to the top performer that neatly masks the incompetencies of the average manager.
Top performers can see right through the mask, demonstrate tremendous emotional intelligence and pursue opportunities in another area of the organization or another organization.
These masked feedback sessions provided by the average manager typically include the need for the top performer to:
- improve communication. Recall from previous posts, 9’s don’t talk the “same language” as 5’s.
- work better with others. This is code word for don’t work so hard, intelligently, etc. because you're intimidating the majority of the average employees.
- increase output of non-valuable, non-value added, etc. stuff that the 8.5+ knows isn’t valuable, value-added, etc. and won’t be needed “as-is” in the future. The 8.5+'s are just ahead on their thinking about what customers want vs. what customers are given.
Thus; from the organization’s perspective, these 8.5+’s are often a disruptive curse.
Contrarily; the organizations that ares able to attract, retain or collaborate with these 8.5’s, will have tremendous competitive advantages in services, operations, products, revenues and profits!
This is Post #2 of the new Talent Valuing Series which followed the four-part Stand Back & Reflect Series previously published on LinkedIn.
JR is finishing up his positive impact book on a fresh new approach to Corporate Social Responsibility. He's the President of International Performance Group, www.ipgl.com, a unique consulting firm that helps create new Net Income streams for Companies, Organizations, Hospitals and Non-Profits to improve their bottom-lines while simultaneously providing new monies for Positive Social Impact.
Contact Information: [email protected] or 303.549.5051
(1) The image at the top of this post is included to increase awareness of the exceptional positive social impact delivered by the nonprofit organization Meals on Wheels America.
When your company is ready to join industry leaders such as Suburu, Kellogg's, Home Depot, etc. to be a catalyst for "an America in which all seniors live nourished lives with independence and dignity", let me know or go to Meals on Wheels Corporate Donations directly.
While it's natural for people to want to strive for excellence, it can also create a culture of jealousy and resentment. The success of top performers can often be seen as a threat to others, leading to negative feelings and actions towards the individual. This can create a hostile and unsupportive environment, further adding to the stress and pressure that top performers face. Additionally, the top performers curse can also be isolating. When someone is consistently outperforming their peers, it can be difficult to find colleagues who can relate to their experiences and challenges. This lack of connection and understanding can make it challenging for top performers to find support and advice, leading to feelings of loneliness and isolation. In order to overcome the top performers curse, it's important for individuals to prioritize self-care and set realistic expectations for themselves. Recognizing that everyone has their own unique strengths and limitations can help alleviate some of the pressure to constantly outdo oneself. Building a strong support network of like-minded individuals who can understand the challenges of being a top performer can also be incredibly beneficial. In conclusion, the top performers curse is a real phenomenon that can have a significant impact on individuals who consistently perform at a high level. The pressure to maintain success, the scrutiny from others, and the isolation can all contribute to a challenging and stressful experience. However, by prioritizing self-care and building a strong support network, individuals can navigate these challenges and continue to thrive in their chosen field..
Reviews for "The Top Performer's Journey: Navigating the Challenges of Success"
1. John - 2 stars - I was really disappointed with "The top performers curse". I had high expectations for this book, given all the positive reviews, but I found it to be quite dull and predictable. The story lacked depth and failed to provide any real suspense or intrigue. The characters were one-dimensional and I struggled to connect with any of them. Overall, I found the book to be a forgettable read and would not recommend it.
2. Sarah - 1 star - I had to force myself to finish "The top performers curse". The writing was incredibly dry and the pacing was slow. The plot was convoluted and confusing, making it difficult to fully understand what was happening. The characters felt superficial and their actions and motivations were unclear. I found myself constantly questioning why certain events were even included in the story. Overall, I regret wasting my time on this book and would not recommend it to anyone.
3. Mark - 2 stars - "The top performers curse" was a major letdown for me. The premise seemed promising, but the execution fell flat. The story lacked originality and felt like a rehash of other thriller novels. The twists and turns were predictable and the ending was underwhelming. The writing style was average at best and failed to capture my attention. I found myself skimming through pages, hoping for something to redeem the book, but it never came. I would not recommend this book to fans of the thriller genre.