The Neglected High Achievers: Why Organizations Are Losing Their Best Talent

In today’s “Great Reevaluation,” top performers are reassessing their commitments faster than organizations can respond. While companies scramble to offer higher salaries and better perks, they’re missing something fundamental: High achievers aren’t just leaving for money — they’re leaving because of how they’re developed (or, more accurately, how they’re not).

Consider the typical performance management system that rates employees on a scale of 1 to 5 (5 being reserved for superstar employees): What happens to employees who score 2 or even 1? They receive corrective action plans, specialized training, dedicated coaching, and regular check-ins to monitor improvement.

And what happens to those who score 4 or 5 — your high achievers? They get a pat on the back: “Great job! Keep it up. See you next year.”

This approach isn’t just lopsided — it’s organizationally self-destructive. We invest development resources precisely where they’ll yield the lowest returns while neglecting the very people who could deliver exponential value with the right support.

High achievers are looking for challenges — and leaders who will invest in them

During my research for my book “The Success Factor,” I found that high achievers consistently seek environments where they can continue growing. They're not simply looking for recognition — they’re looking for challenges that stretch their capabilities and leaders who invest in their development.

When organizations fail to provide this growth environment, high performers don’t just become dissatisfied, they become prime targets for competitors who understand what truly drives exceptional talent.

The math is simple: A mediocre performer who improves slightly might increase productivity by 10%. A high performer who continues developing might increase productivity by 100% or create entirely new value streams. Yet our development resources flow disproportionately toward the former.

Invest in your best people — it will pay off hugely

What if we flipped this investment model? What if we approached our highest performers with the same intentionality we bring to performance improvement plans?

Imagine approaching your top talent with: “I know you’re excelling, but I’m curious — what skill would you like to develop next? What resources do you need? What challenges would help you grow?”

This approach signals three powerful messages:

1. “I see your exceptional performance”
2. “I believe you have even more potential”
3. “I'm willing to invest in that potential”

In a world where talent is the ultimate competitive advantage, this investment philosophy doesn’t just retain high achievers, it compounds their impact on your organization. You can read about it more in this article “Stop Ignoring Your High Performers,” which I wrote for the Harvard Business Review.

Final thoughts: Top performers will create outsize value for your organization

The development paradox exists in nearly every organization, but recognizing it gives you a tremendous advantage — both as a leader and as a high achiever yourself.

If you’re a leader: Identify your three highest performers and schedule a “development conversation” that focuses not on what they’re doing well but on what they want to learn next. Come prepared with specific resources you can offer.

If you’re a high achiever: Don’t wait for your organization to approach you. Prepare a clear proposal outlining the development opportunities you seek and the value they would create — both for you and for the organization.

The organizations that will thrive in the coming decade aren’t those with the biggest budgets but those that most effectively develop their highest potential talent.

For more insights on how to identify, develop, and retain high achievers, check out my LinkedIn Learning course, How to Keep High Performers Engaged.

This post was originally published in The Success Factor newsletter on LinkedIn.

Dr. Ruth Gotian is the chief learning officer and associate professor of education in anesthesiology at Weill Cornell Medicine. She has been named the No. 1 emerging management thinker by Thinkers50 and one of the world’s top 50 executive coaches. She is also a LinkedIn Learning instructor and a regular contributor to the Harvard Business Review, Forbes, and Psychology Today, with a focus on the mindset and skill sets of peak performers.