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.

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