As children we embrace the belief that education and hard work always leads to success. It's ingrained in our hearts and minds—this idea that if we learn as much as possible and give our all each day, we will inevitably be rewarded. However, the harsh reality is that this formula doesn't always produce the expected outcomes. Life is unpredictable and often unfair.
Adults in the workplace often face this challenge too. The top performers accept challenging tasks, big projects, and complex problems. While managers see this as smart delegation, team members can feel burdened by their own competence. Some days, despite their best efforts and unwavering commitment, the fruits of their labor remain elusive. This is known as the curse of competence or top performers problem. This can manifest into what is referred to as performance punishment—when high-performing employees are given extra work as a result of their success.
Unfortunately, competent employees regularly face unintended consequences under flawed leadership. After two decades of guiding leaders, we've identified three ways competent team members get “punished” by managers. With each one, we have also designed a practical solution to help break the curse of competence.
Punishment #1: High competency might establish unrealistic expectations.
People who are good at what they do will do whatever it takes to “get to the top.” They rarely say no. Because they are trusted, they are asked to do increasingly more (and more)—often without recognition, a pay raise, or a manager's title and authority.
The competent employee’s plate is overflowing for two main reasons. First, they are highly efficient. Second, they have proven to perform responsibilities outside their actual role. Here’s an example of each:
Meet Katrina, an efficient marketing specialist. Recently, she was noticed by the CEO for having a large social media following. The CEO asked her to manage the company’s five social media platforms. She said yes. Fast forward two months—she’s being distracted from her department’s Q2 goals and to-do’s. Katrina left the company after 90 days of taking on the additional responsibility.
Meet Charles, a high-performing accountant who works so fast that he has extra time. The CFO observed him reading a personal development book in the office during “work hours.” The CFO was overheard making a comment to a VP: “If Charles can get everything done in 35 hours a week, he needs more work to do!” Next week, Charles was assigned two heavy projects with short turnaround times. He left the company in six months.
This phenomenon is exemplified by Ben Franklin's wise words: “If you want to get something done, ask a busy person.” The result: unrealistic expectations…and ultimately burnout from overwork.
Solution #1: Be aware of how those you lead might become victims of the curse of competence. Give your best people the gift of time and space. Involve them in decisions related to more work, then check in with them regularly to ensure the workload is reasonable. If they are overwhelmed and feeling burdened, do whatever you can to redirect work to its proper channel.
Punishment #2: High competency might create a lack of growth opportunities.
At most companies, the promise of future leadership development opportunities is discussed with those who live to the desired organizational culture—the values and vision established by those at the top. All too often, however, this is lip service.
I once coached an emerging leader who was penalized for doing her job too well. She had a massive number of projects she completed, always received “5 Stars” at her reviews, and asked to meet about future growth opportunities for over a decade. Nonetheless, she was never offered the opportunity for a development conversation to discuss internal mobility. This emerging leader left the company.
Insecurity alert! When you're exceptionally good at your job, a fearful manager may start to worry that you're going to make them look bad…or that you're trying to steal their job for yourself. The manager in this example steered clear of a development conversation because of his own role insecurity.
Some managers are unable to effectively lead high-performing, competent employees. They take away their motivation to succeed and fail to reward their achievements. What a future star really means to an insecure manager is a forever follower.
Solution #2: Make a list of employees who want to grow and develop within your organization. Invite them to a development conversation. During the meeting, offer to collaborate on a long-term development plan.
Punishment #3: High competency might yield less time with their manager.
In a competitive landscape, high competency may result in less hands-on guidance by the leader. I once fell into this trap during my early career as a corporate manager. A standout employee with immense potential was inadvertently receiving less of my attention as time passed. I recall telling her, “If we skip this week's meeting, it means you're excelling.”
I couldn’t have been more wrong. This approach lacked the fundamental leadership elements of relationship-building, giving feedback, and employee development.
Thankfully, the employee bravely expressed her concern after a leadership retreat. Together, we intentionally built a plan to spend more time together. Soon after, we implemented daily check-ins, weekly one-on-ones, and quarterly planning sessions.
Fast forward one year—I was promoted, and she was named my successor.
Solution #3: Your organization's ability to build a high-performance culture hinges on the quality of its people. To thrive as a leader, prioritize investing time where it matters most - with your top performers. Focus 80% of your efforts on the 20% of employees driving significant results with daily check-ins, one-on-one meetings, and quarterly planning sessions.
Talent alone isn't enough. Poor leadership can turn a gift into a curse. In misaligned cultures, competent employees might be enthusiastic for a few years. They give their all, only to discover the “get better every day” slogan is simply words on a wall. Resentment grows, and they (quietly) quit.
Don't let this happen in your organization. If you are a leader and have highly competent employees, self-reflect. Do you give them the gift of time and space? Are you helping them build development plans? Do you schedule regular one-on-one meetings and quarterly planning sessions with them?
We work in increasingly complex environments, and we urgently need to be mindful of the top performers problem if we want better employee retention and business results. As workplace demands outpace individual mental capacity, the leaders who will succeed are those who break the curse of competence.