Latest news with #highPerformers
Forbes
09-07-2025
- Business
- Forbes
The Superhero Syndrome: Avoiding The Trap Of Over-Dependence
Contemporary art collage of man and woman, employee looking on their superhero shadow symbolizing ... More success. Concept of development, career growth, prediction, motivation, strategy, ad Every organization has its superheroes. The legendary problem-solvers. The closers. The high-performers who don't just meet the goal. They rewrite the rules. These are the executives who rescue failed launches, walk into boardrooms with presence and deliver quarter after quarter under pressure. Their achievements become lore. Their instincts, unquestioned. Their style, mimicked. And often, they become the center of gravity around which strategy, culture and confidence orbit. Short of leaping buildings in a single bound, they have achieved heroics no one else have. Until they leave. And suddenly, what looked like strength reveals itself as fragility. What felt like vision turns out to be tunnel vision. Strategy narrows. Risk tolerance drops. And the successor, if there even is one, stands in the shadow of a giant. Expected to deliver the same heroic feats in half the time with none of the playbook. This is the trap of the superhero syndrome aka savior or hero complex. And it has quietly become one of the biggest threats to leadership continuity today. The Codependency Of Excellence It's easy to see how organizations get here. Someone performs well, takes on more, delivers again. Over time, the system starts bending around them. They're handed the biggest projects. Given the most trust. Their way of thinking starts to shape how decisions are made. What used to be a team effort becomes centered on one person's rhythm. Eventually, that rhythm becomes the blueprint. And the organization stops asking what kind of leadership it might need later. That's when succession begins to thin out. In a Gallup study of large-company CHROs, only 3% strongly agreed that their organization is excellent at identifying and selecting the right people for manager roles. And even when the next names are picked, the development that follows is often shallow. Only 22% of employees say their performance is managed in a way that motivates them to do outstanding work. The system may know who to watch, but not how to grow them. Still, the pattern continues. The top performer becomes the model. The model becomes the mold. Eventually, the mold becomes myth. Many superstar leaders don't delegate. Not because they won't, but because the message they've heard is clear: no one else quite measures up. They've been counted on to fix what breaks, carry what slips, hold what's fragile. And so the organization keeps leaning on them. Over time, their excellence turns into orbit. Everything begins to revolve around what they know how to do. Even when the future might need something else entirely. To new adventures! A young, beautiful girl, pretending she is a superwoman, and flying in a classic ... More superman pose, but with superman red cloak, that is flattering on the wind. Relying on top talent isn't the problem. Every organization needs anchors. People who raise the bar, step in under pressure, and deliver when it counts. Prioritizing their growth, visibility, and opportunity often keeps performance steady during change. But when that reliance turns into dependency, the system narrows. The leader becomes the plan. And readiness elsewhere begins to fade. Great organizations still bet on their best. But they also invest in building capacity beyond them. Strength at the top should expand the bench, not become the whole game. What Happens When The Cape Comes Off? Here's where the risk sharpens. If succession planning is thin, or built to clone the last great hero, the organization scrambles when that leader exits. The next in line might be capable but untested. They don't inherit just a role. They inherit a legacy. And they are expected to perform at full strength, with less time and no infrastructure. That's not just a leadership risk. It's a strategic one. If your strategy is anchored in one person's way of thinking, it cannot stretch to meet what the future demands. Succession is not about casting the next hero. It's about preparing someone to lead in a different world. The Batman–Robin Principle So how do you prepare future leaders for realities they haven't yet faced? Think Batman and Robin. Not as comic relief, but as a method. A model built on mentorship, shared weight and stretch. Robin doesn't show up ready. He becomes ready. Not by copying Batman, but by walking beside him, enduring his own trials, and eventually crafting his own way. Holy succession plan, Batman! But really—this model is more relevant than it gets credit for. Here are five moves that reflect that approach. Not just belief in potential or skill but belief in self. Help future leaders understand how their strengths show up under pressure. Confidence grows when someone sees their reflection in challenge and knows what it means. This is not performance coaching. It is identity work. Simulations help. But the real proving ground is lived complexity. Invite them into disruption. Give them the weight of real decisions. Not as observers. As actors. Imagine handing a rising leader full accountability for an underperforming business unit. Their only support is a trusted mentor on call, not on standby. No parachute. Just pressure, feedback and the space to figure it out. Not every move will be right. That's the point. The fire teaches what frameworks can't. Every superhero has their gear. In leadership, tools look different. For some, it's clarity. For others, it's autonomy, a sounding board or a signal that they have permission to shape the outcome. Don't guess. Ask. Watch what fuels them and what stalls them. The right tool depends on the mission. Heroics can be isolating. Don't let excellence go unnamed. When someone steps up, be specific. What did they do? How did it help? What does it signal about their capacity? General praise does not build readiness. Clear recognition does. Even the most seasoned leader needs a guide. Not someone who cheers them on but someone who names what others won't. The mentor who knows when to push and when to pause. Coaching is not a check-in. It is a commitment. The superhero hurries forward. A young man in a suit with a red cape, superman. The concept of a ... More successful and effective businessman Beyond One Universe Overreliance on top talent may feel safe. But it creates fragility. A single leader may have shaped your present, but they cannot shape every version of the future. What succession requires is not just a person. It requires a system that prepares more than one type of leader. People who don't just mimic the past but are ready to navigate what's next. This is when succession moves from replacement to readiness. From filling a seat to equipping someone to face what they've never faced before. Comic book legend Stan Lee once said, 'The world always needs heroes, whether they're superheroes or not.' The leaders of tomorrow may not wear capes. But they will carry weight. And if we've done our part, they will carry it in their own way. With clarity. With courage. With conviction. Excelsior!
Forbes
04-07-2025
- Business
- Forbes
Why Top Talent Quits Early And How To Keep Employees Longer
Why top talent quits early and how to keep employees longer getty Your star performer just quit. The one who made everything look easy, turned chaos into systems, and held their own in every meeting. You saw it coming weeks ago . The spark seemed to fade, then the extra effort went AWOL. Those game-changing ideas stopped flowing. Now you're back where you started, posting job ads and screening newbies, hoping to find someone half as good. Meanwhile, they're updating their LinkedIn with their new role at a company that gets it. Nearly 40 percent of employees quit within their first year , around 31% within six months . This pattern plays out across every industry. New hires arrive fired up and eager to prove themselves. Six months in, they've mastered the basics and deliver solid work. Month nine hits and they start asking about growth opportunities. By the one year mark, they're gone. Their body might still show up, but their mind left months ago. It costs an average of $1,400 to onboard a new employee, but that's nothing compared to the cost of losing a key team member or making a bad hire. You'll keep paying this price unless you sort the problem out. People don't leave for money. They leave because they stop growing. Stop that happening. Every high performer follows the same trajectory. Months one through six bring rapid growth and constant learning. After that, skills plateau hard unless you actively intervene. Think about learning any skill. The first quarters, you improve fast. The second half of the year, progress slows to a crawl. Without new challenges, boredom sets in. Your employees experience this same pattern, and smart leaders see it coming. 44% of companies do not provide compelling career paths. So build their growth path on day one. Map out quarterly milestones that show exactly where they're headed. New projects at month three. Leadership opportunity at month nine. Strategic work at month fifteen. Show them beyond the first few steps, show them the entire mountain they'll climb. When someone sees their future clearly mapped out, they stop looking elsewhere for it. Skills follow a predictable arc. They rise, peak, then flatten unless you add fresh challenges to restart the growth curve. Design three levels of stretch for each person, starting just outside their comfort zone and making it progressively harder every six months. First level might be improving what already exists. Second level could involve building something entirely new. Third level means teaching others to implement it across departments. Check progress every quarter and adjust accordingly. Too easy? Increase the difficulty. Too hard? Scale it back. Keep them in that sweet spot where learning happens fastest. Grade their progress like you would any other metric, because their growth directly impacts your retention. When people feel challenged but not overwhelmed, they stick around to see what they can accomplish next. Most managers wait until resignation day to ask why someone's leaving. By then, it's too late. The decision was made months ago. But you're better than that. At month 10, schedule a conversation focused entirely on what might tempt them away. Ask: What would make you leave? What opportunity would you jump at? What are you not getting here? Their answers become your retention strategy. If they crave more visibility, put them in front of clients or help them build their personal brand. If they want strategic work, include them in planning sessions. If they dream of leading, start grooming them now. People don't want to leave companies where they're growing. They want to expand their skills, increase their impact, and see a clear path forward. Give them growth, and they'll give you loyalty. Delete the soul-crushing busywork Gallup found 42% of turnover is preventable . The main culprits? Meaningless tasks and unclear expectations that drain the life out of talented people. Your top performers didn't join to format spreadsheets, sit through pointless meetings, or write reports nobody reads. They joined to make an impact. Every hour spent on admin is an hour they question their life choices. Track where your best people spend their time for one week. Circle every task that wastes their unique talents. Then systematically eliminate, automate, or delegate those tasks. Whatever it takes to free them up for real work that they love. When someone spends eighty percent of their time in their zone of genius, the thought of leaving rarely crosses their mind. They're too busy creating value and enjoying the process. Turn managers into growth architects Smart companies treat employment like education, where graduation is celebrated rather than prevented. When star employees leave, hire them back as contractors. Brain drain became brain gain. They got the freedom they craved, you get their expertise when needed, and everyone wins. Rethink how you approach retention. In the long term, make managers responsible for painting such a vivid picture of an employee's future that they can see themselves thriving in it. The psychological contract beats the legal one every time. People stay where they see tomorrow's version of themselves succeeding. Make managers career architects rather than task supervisors. How to stop your best team members leaving within a year The twelve-month cliff exists because human learning follows predictable patterns. Design around the patterns to get the outcome you want. It's your business. Track the learning curve, stack challenges, have the difficult conversations sooner, get your managers on board and rethink exits. Your name is above the door. Stop playing victim to team members when you could be the hero of this process.
Forbes
30-06-2025
- Business
- Forbes
From Manager To Executive: 4 Shifts To Becoming A Strategic Leader
Business colleagues meeting in modern conference room Many high performers are promoted to leadership roles because they consistently deliver results. But once they step into executive or senior management positions, they feel overwhelmed by their manager's requests and their team's pressure, and unsure how to be more strategic. I often coach new leaders as they want to lead effectively, but they struggle to prioritize, set boundaries with their managers, and delegate to their teams without guilt. They want to become a strategic leader without burnout. Transitioning from a manager to an executive involves more than a change in title; it requires a fundamental shift in mindset to become a strategic leader, as highlighted in a recent HBR article, "Navigating the Jump from Manager to Executive." A common mistake I see is new leaders continuing to "protect" their teams by handling tasks that team members are capable of or should be doing. While the goal is often to shield the team from stress or failure, this approach can be counterproductive. Leaders may feel their work is never good enough, team members become frustrated due to limited growth opportunities, and their own managers ask them to be more strategic. This creates a bottleneck, where leaders solve problems instead of empowering others to do so. This pattern ultimately hinders the development of both leaders and their teams. So, how can leaders evolve from being solely task-oriented to truly strategic? 1. Protect Your Calendar Time is your most strategic resource. Start by auditing your calendar and asking yourself: How much of your week is spent on reactive, tactical work? What tasks are you holding onto that could be delegated to others on your team? The same scrutiny should apply to meetings, email threads, and Slack chains—are there conversations or responsibilities that someone else could own? Also consider: What tasks can be eliminated because they no longer align with your team's core priorities? Once you clear the clutter, block dedicated time for what truly matters: strategic thinking, stakeholder engagement, and team development. As I shared in a previous article, early mornings are often the best time for strategic thinking, especially when your mind is fresh and distractions are minimal. If your company offers meeting-free Fridays, it's an ideal opportunity to reflect, plan, and make high-level decisions without being pulled into the day-to-day tasks. 2. Coach Instead of Cover When a team member brings a problem to you, resist the urge to fix it. Instead, ask: "What options have you considered? What do you recommend?" This builds their problem-solving muscle and frees up your time. Coaching your team to think critically and act independently creates a ripple effect of empowerment. And if you find yourself doing highly analytical or complex tasks because you assume no one else on your team can handle them, think again. Even if it takes time to teach someone, the investment pays off. Over time, it becomes one less responsibility on your plate and one more skill in your team's toolkit 3. Manage Up Like A Strategic Leader Being a strategic leader means managing up, too. When your manager asks you to take on something new, you can use my 'yes, but' strategy. Say: "To deliver on this, I may need to pause another priority. Which would you prefer I focus on?" Setting boundaries is not being lazy or putting barriers; is a way to communicate and align priorities. 4. Increase Your Visibility In more strategic roles, visibility is essential, not to show off your work, but to ensure alignment and build trust. It's not enough to deliver results; others need to see and understand the impact you're having. Make it a habit to share your work progress with your manager proactively. Don't wait to be asked. Instead, take the initiative to propose clear and consistent methods for communicating progress. As the HBR article suggests, asynchronous systems can be an efficient way to stay visible without overloading your schedule. For example, you could implement biweekly or monthly written updates that highlight key metrics, recent wins, current challenges, and upcoming priorities. This approach not only keeps your manager informed but can also be used to elevate your team's visibility, without the burden of multiple meetings. It's a win-win for clarity and efficiency. Letting go of tactical work doesn't mean abandoning your team. Instead, it involves trusting, developing, and creating space for your team, allowing you to focus on your responsibilities as a strategic leader. Leading and strategizing are key tasks that can't be delegated. You need to intentionally set aside dedicated time to protect, practice, and model these activities, rather than only doing them when you have free time.
Forbes
30-06-2025
- Business
- Forbes
Smart Leadership Revealed: 3 Ways To Build High-Performing Teams
Leader and four team members working to collaboratively put together a challenging vertical puzzle ... More of four large pieces. High-performing teams don't just 'get lucky.' High-performing teams are intentionally built to include these three invisible drivers: knowledge sharing, clear communication, and collaboration. Doing this starts with smart leaders. Smart leaders aren't afraid to openly share knowledge, eliminating silos to encourage collaboration and communication not only within their teams but across the entire organization. If your team operates like a group of individuals rather than a unified force, you're not alone. Many professionals, especially in fast-paced project environments, hit a wall not because of technical failure but due to communication friction and knowledge bottlenecks. Work slows, trust erodes, and results stall. Whether you're a team lead, a project manager, or an ambitious contributor aiming for influence, your ability to connect with people and truly hear their ideas is your greatest asset. Here's how smart leaders utilize knowledge sharing to open the lines of communication and collaboration, breaking down organizational silos to ensure true teamwork and organizational success. 1. Make knowledge sharing a daily habit. Silos aren't just structural. They're behavioral. A silo mentality can harm an organization when knowledge is kept in individual groups and not shared with other areas of the organization. People hoard knowledge due to time pressure, misaligned incentives, or a fear of losing their edge. Still, when teams don't share what they know, you lose the ability to anticipate roadblocks, adapt quickly, or build on what others have learned. To break the cycle: Knowledge isn't power, but sharing knowledge is powerful. 2. Enhance team communication by maintaining open communication loops. We often underestimate our ability to express ourselves and convey messages in a way that everyone understands them. One misunderstood email, message, or status update can send a project veering off course. Innovative leaders create consistent communication loops instead of one-way messages: When people are informed, they stay engaged. Engaged teams don't let projects fail quietly. 3. Drive innovation through collaborative leadership. Leaders who hoard decision-making authority stall innovation. Leaders who encourage collaboration with multiple parties, team, or groups in an organization unlock it. Collaborative leadership means: When you lead with inclusion, your team takes greater ownership and pride in the work they do, both independently and in collaboration with their teammates. And when everyone contributes knowledge, not just the loudest voice in the room, you'll uncover smarter, faster, more innovative paths forward. The bottom line If your team isn't communicating well, there are problems. By consistently collaborating and learning from one another, people grow, and problem-solving becomes a way of doing business as usual. Consider the leadership growth that can benefit the entire organization. Start with small habits. Encourage knowledge sharing. Clarify communication. Model collaboration. These aren't 'soft skills.' They're scalable leadership practices that drive hard results. And when you lead with them, your reputation grows. Quietly at first. Then loudly. Because the smartest leaders don't just complete projects; they build the teams that everyone wants to be on. Don't be afraid to be smart about how you build those teams!
Forbes
25-06-2025
- Business
- Forbes
Is Your High-Performing Team Hiding A Trust Problem?
Trust and Collaboration Is your most successful team a ticking time bomb? If you're confusing performance with psychological safety, that might just be the case. It's not uncommon for high-performing teams to deliver exceptional results despite operating in environments where trust is quite fragile. These teams are often populated by aggressive drivers who excel at execution and have developed efficient systems for getting things done. But this short-term success isn't always a good thing. In fact, their success can mask fundamental weaknesses that become catastrophic when circumstances change. How High Performers Succeed Without Trust Research has consistently shown that psychological safety is one of the strongest predictors of team performance, productivity, quality, safety, creativity, and innovation. But why, then, do some teams continue to succeed even when trust in the overall environment is low? The answer lies in understanding what drives short-term success versus long-term resilience. High-performing teams without psychological safety often succeed because they've mastered the art of getting things done within existing parameters. Team members are skilled performers who can deliver results independently, and each team member knows their role and executes it efficiently. They've developed systems that work when market conditions are stable. In essence, these teams succeed despite their trust issues. They're like high-performance race cars—they can achieve impressive speeds on a smooth track, but they're vulnerable when the road gets rough. When Success Becomes a Liability The problem emerges when these teams face challenges that require adaptation, innovation, or rapid learning. Under those conditions, high-performing teams operating in a low-trust environment often become victims of their own success. Because they're winning, questioning the status quo feels unnecessary and disloyal. Therefore these teams frequently operate in a state of "productive harmony" that looks healthy from the outside but suppresses the tensions that drive innovation, adaptation, and growth. To determine whether your high performers are operating with a trust deficit, ask yourself: "Who on your team consistently puts forth contrary points of view, and how are they treated when they do?" The answers are telling. High-performing teams often pause at this question. They'll mention someone who "sometimes plays devil's advocate," but when pressed about how those interventions are received, they reveal a culture where dissent is tolerated but not truly valued. The contrarian might be heard, but their input rarely changes course. True psychological safety means that contrary viewpoints don't just get airtime—they get serious consideration and can actually influence outcomes. The External Environment Test We're operating in an era of unprecedented uncertainty—supply chain disruptions, economic volatility, technological disruption, and changing workforce expectations. It's not enough for today's teams to perform well under optimal conditions. They need to demonstrate resilience when external conditions shift. When employees feel comfortable asking for help, sharing suggestions informally, or challenging the status quo without fear of negative social consequences, organizations are more likely to innovate quickly, unlock the benefits of diversity, and adapt to changing market conditions. On the other hand, teams that achieve success despite a lack of psychological safety often struggle when the rules change. Without a foundation of trust that enables rapid learning and adaptation, they become rigid and vulnerable. They find it difficult to quickly acknowledge what wasn't working and pivot their approach. Building Anti-Fragile Teams The teams that can adapt, learn, and innovate under pressure share several key characteristics: They institutionalize dissent. Rather than hoping someone will speak up, they create formal mechanisms for surfacing contrary viewpoints. Some teams rotate a "designated contrarian" role, while others end major decisions with a structured "pre-mortem" where members explicitly explore how things could go wrong. They measure learning, not just results. These teams track how quickly they identify and correct course when initial assumptions prove wrong. They celebrate the team member who first spots trouble ahead, even if it means acknowledging earlier mistakes. They practice vulnerability. Leaders model intellectual humility by regularly admitting what they don't know and asking for input. When teammates witness a leader taking responsibility for failure or admitting a shortcoming, they're more likely to trust that leader in the future—and to trust each other. Institutionalizing Trust If you're leading a high-performing team, don't assume your success guarantees future effectiveness. Instead, audit your team's trust foundation with these questions: The teams that will dominate the next decade won't just be high-performing—they'll be anti-fragile. They'll get stronger under pressure because they've built culture that turn groups of talented individuals into truly resilient teams.
