The Hidden Cost of Overachievers: Why Your Best Employees Are the Most At Risk
By Stavy Papasotiriou, Organisational Psychologist and founder of Work Unlocked.
WHY HIGH PERFORMERS ARE THE FIRST TO BURN OUT
Every company wants high performers—the ones who exceed targets, take initiative, and raise the bar for everyone else. They’re the ones who stay late, solve problems before they escalate, and consistently deliver above expectations. They seem unstoppable—until they’re not. Here’s the uncomfortable truth: your high performers are the most vulnerable to burnout and disengagement. Why? Because the very traits that make them successful—perfectionism, resilience, and emotional investment—also put them at the highest risk of stress and exhaustion.
The problem is that most companies assume high performers are “built differently”—that they’re naturally wired to handle stress better than others. But that assumption leads to a dangerous blind spot: companies often overlook the early warning signs of burnout in their top talent.
The Overachiever Trap:
Research in organisational psychology shows that high performers are wired differently:
- They set higher personal standards.
- They internalise success and failure more deeply.
- They tend to take on more responsibility without asking for support.
This makes them highly effective—but also highly susceptible to burnout. What’s happening beneath the surface is that high performers are constantly running at a deficit. Their brains are in a near-constant state of heightened arousal—triggering the stress response over and over again. Over time, this leads to emotional and cognitive fatigue. And because high performers are so capable, the workload tends to keep increasing. They become the go-to person for difficult projects or last-minute fixes—which means they face even greater pressure with fewer safety nets.
WHY OVERACHIEVERS ARE AT HIGHER RISK
- Emotional Exhaustion – High performers invest more emotional energy into their work. When the workload becomes unsustainable, they burn out faster.
- Perfectionism Paralysis – High performers tend to be perfectionists. When they can’t meet their own standards, they feel like failures—even when their output is still above average.
- "Success Fatigue" – When high performers succeed consistently, the reward response diminishes. Success stops feeling meaningful, leading to apathy
- Invisible Pressure – High performers are often given more responsibility because they’re trusted—but that extra weight is rarely acknowledged.
The Warning Signs:
Most high performers won’t ask for help until they’re already burned out. This is because high performers are usually the “fixers” in the team—they’re the ones solving other people’s problems, not looking for support themselves. Watch for these early warning signs:
- Increased irritability and emotional outbursts.
- Withdrawal from team discussions and decision-making.
- Drop in creativity and problem-solving ability.
- Resentment toward leadership or peers.
HOW COMPANIES UNINTENTIONALLY MAKE IT WORSE
The most damaging part? Companies often reinforce burnout patterns without realizing it:
- Rewarding overwork – Promotions and bonuses tied to long hours, not impact. If someone stays late to fix a mistake caused by poor planning, and they’re rewarded for it—that’s not motivation. That’s dysfunction.
- Assuming resilience – Just because someone handles stress well doesn’t mean they aren’t suffering. High performers are masters at hiding stress. Just because someone looks calm under pressure doesn’t mean they aren’t unraveling internally.
- Relying too much on top performers – When high performers pick up the slack, the rest of the team disengages. When one person carries more than their share of the workload, it creates a dangerous imbalance—and eventually, resentment.
HOW TO FIX IT:
- Redefine success – Reward impact, not effort. Stop rewarding long hours—start rewarding meaningful outcomes. Focus on creative problem-solving, strategic wins, and long-term value creation.
- Set boundaries – Protect high performers from taking on too much. High performers will naturally say “yes” to more work—but leadership should be protecting them from overcommitment, not encouraging it.
- Recognise emotional labor – Acknowledge the emotional toll of leadership and high-stakes projects. Recognition isn’t just about performance—it’s about effort and resilience. Thanking someone for holding the team together under pressure matters.
- Create psychological safety – High performers need to feel like they can fail without losing status. Perfectionism feeds burnout. Encourage risk-taking without punishment to create a healthier mindset.
CONCLUSION
The key isn’t asking high performers to do less—it’s helping them work smarter and protecting them from burnout. Stop treating high performers like they’re unbreakable. Protecting your top talent isn’t about lowering the bar—it’s about making sure they have the tools, resources, and emotional support to thrive at a high level without sacrificing their well-being.
