Your high performers are the canary in the coal mine when something is wrong in your organization. 

It won’t be your bottom-tier employees leaving when the culture gets toxic or teams are dysfunctional. It will be the high performers who go first. Top talent always has other options; if they’re unhappy, they will explore those options. 

Replacing any employee has its costs. For high performers, it’s even more costly. 

Signs you are losing a top performer

If your high performers are looking to leave, there will be signs. Leaders who know their people’s Motivational Dimensions will recognize that something isn’t right. Smart leaders actively ensure high performers are happy and take rapid steps to rectify problems when they are not. 

They complain about their pay

One of the most significant signs of dissatisfaction among top-performing employees is unhappiness with their compensation. High performers are often driven, ambitious, and aware of their value to the organization. 

They have a strong sense of their market worth and expect to be compensated accordingly. If they feel their pay is not commensurate with their skills, experience, and contributions, they may feel undervalued and unappreciated. 

They avoid making long-term plans

Another telltale sign that top-performing employees are unhappy is a reluctance to make long-term plans within the company. When high performers are engaged and committed to their roles, they typically exhibit enthusiasm for future projects, eagerly participate in strategic discussions, and actively contribute to the organization’s long-term vision. 

However, when they feel discontented, they may:

  • Become less invested in the company’s future
  • Focus on short-term tasks and immediate deliverables 
  • Hesitate to take on new responsibilities or projects beyond their anticipated tenure
  • Become less vocal about their ideas and suggestions for improvement 

Productivity starts to drop

When a high performer becomes discontent, one of the most noticeable signs is decreased productivity. Top-performing employees are typically known for their exceptional output, consistently delivering high-quality work and exceeding expectations. 

However, their productivity takes a significant hit when they feel unhappy or disengaged. They may:

  • Take longer to complete tasks
  • Miss deadlines
  • Produce work that fails to meet their usual standards 
  • Become less proactive in seeking out new challenges
  • Stop taking initiative on projects
  • Adopt a passive or reactive approach to their work 

They stop sharing ideas 

When top-performing employees become dissatisfied, one of the most concerning signs is when they stop sharing innovative ideas and insights. High performers are often known for creative thinking, problem-solving, and valuable contributions to brainstorming sessions. 

They are usually eager to share their thoughts, offer suggestions for improvement, and actively participate in shaping the direction of their projects and the organization. However, when they feel unhappy or disconnected from their work, they may become less forthcoming with their ideas. 

They may remain silent during meetings, hesitate to voice their opinions, or withhold suggestions for fear of being dismissed or unappreciated. 

They isolate themselves socially from the team

When high-performing employees contemplate leaving an organization, they can isolate themselves socially from their team.

Top performers who are typically active participants in team-building activities, social events, and informal gatherings may begin to withdraw from these interactions. They may decline invitations to lunch with colleagues, stop engaging in casual conversations, or become less involved in team-bonding initiatives. 

This social isolation can stem from a desire to emotionally distance themselves from the team as they mentally prepare for their eventual departure. It can also be a way to avoid uncomfortable questions or discussions about their plans or reasons for leaving. 

Additionally, as they shift their focus toward external opportunities, they may invest less time and energy in building and maintaining relationships within the organization. 

They are more frequently absent from work

Another red flag that top-performing employees are unhappy and potentially preparing to leave is increased absenteeism. When high performers are engaged and satisfied with their work, they tend to have excellent attendance records and rarely miss work without a valid reason. 

Increased absenteeism can be a manifestation of their decreased motivation and commitment to their role and a way to avoid a work environment that they no longer find fulfilling. 

Sometimes, they may use this time away from the office to attend job interviews, network with industry contacts, or focus on personal projects that align with their future career aspirations. 

Building & Leading High-Performance Workplace Teams

What to do if you see these signs

Your high performers chose to join your organization for a reason. Realigning your organizational vision with your high performers can happen, but leadership needs to proactively take the first step.

Create opportunities to listen

Leaders should engage in open and honest conversations to understand the underlying reasons for their discontentment. They should also work collaboratively to address their high performer’s concerns and re-engage them in the organization’s long-term vision.

That means listening more than you speak. It means asking questions and fully understanding your high performer’s answer.

Because they’re confident in what they bring to the organization, they are more likely than mediocre employees to tell you their truth.

Listen. And then get to work fixing what’s broken.

Your high performers are the ones that will direct you towards long-term fixes that will benefit not just the high performer, but the entire team and organization as well.

Fix your culture

Leaders must prioritize creating a positive and engaging company culture to retain top-performing employees and prevent them from leaving. 

A strong organizational culture that aligns with high performers’ values, aspirations, and needs is crucial in keeping them motivated, satisfied, and committed to their roles. Leaders should cultivate a culture that promotes open communication, trust, and transparency, ensuring high performers feel heard, valued, and supported. 

Strive to create a diverse, inclusive, and equitable workplace where all employees, including top performers, feel respected, appreciated, and able to bring their authentic selves to work. 

By actively shaping a company culture that resonates with the needs and values of high performers, leaders can create a strong sense of loyalty, engagement, and long-term commitment among their top talent.

Offer training and professional development

Top performers are often driven by a desire to learn, grow, and advance continuously in their careers. By providing them with access to relevant training programs, workshops, conferences, and mentorship opportunities, leaders demonstrate their commitment to investing in their high performers’ long-term success through talent development.

By aligning these opportunities with their career aspirations and the organization’s strategic goals, leaders can help high performers see a clear path for growth and advancement within the company. This, in turn, can foster a strong sense of loyalty and commitment, as top performers recognize that their leaders are actively supporting their professional development and future success. 

By creating a continuous learning and growth culture, leaders can retain other high-caliber talent drawn to organizations that prioritize employee development. 

Celebrate their wins

Celebrating high performers’ wins is critical to retaining and motivating top talent within an organization. When leaders take the time to acknowledge and celebrate the successes and achievements of their high performers, they send a powerful message that their contributions are valued and appreciated. 

This recognition can be incredibly motivating for top performers, as it validates their hard work, dedication, and expertise. By publicly celebrating their wins, leaders can also showcase their high performers as role models for others in the organization, inspiring and motivating the entire team to strive for excellence.

Moreover, by making recognition a regular part of the company culture, leaders can foster a positive and supportive work environment that emphasizes growth, success, and continuous improvement. This can be particularly important for high performers driven by a desire to make a meaningful impact and see the tangible results of their efforts.

Leaders can celebrate their high performers’ wins in various ways, such as through public acknowledgments, awards, bonuses, or special perks and privileges. The key is to tailor the recognition to each high performer’s preferences and motivators, ensuring the celebration feels authentic, meaningful, and personalized.

By consistently celebrating their high performers’ wins, leaders can strengthen their relationships with these valuable employees, boost their job satisfaction and engagement, and ultimately increase their long-term commitment to the organization.

Build trust

Trust is the foundation of any strong working relationship, and it is particularly crucial for top performers who value transparency, open communication, and integrity from their leaders. To build trust, leaders must be consistent in their words and actions, following through on their commitments and demonstrating reliability and dependability.

Leaders must also be transparent in their decision-making processes, sharing relevant information and rationale with their high performers and involving them in critical discussions and decisions that impact their work. Leaders must also show genuine care and concern for their top performers’ personal and professional well-being.

Regularly check in with them, offering support and resources when needed and creating a safe and supportive environment where they feel comfortable sharing their concerns, ideas, and feedback.

By actively listening to their high performers and taking their input seriously, leaders can demonstrate that they value and respect their contributions.

By consistently demonstrating trust, transparency, and appreciation, leaders can foster strong, positive relationships with their high performers, increasing their job satisfaction, engagement, and loyalty to the organization.

Offer flexibility

Allowing high-performing employees to have flexibility at work is crucial for retaining and keeping them engaged and satisfied in their roles. Top performers often have a strong sense of autonomy and value having control over when, where, and how they work. By offering flexible work arrangements, such as remote work options, flexible hours, or compressed work weeks, leaders demonstrate trust in their high performers’ ability to manage their time and responsibilities effectively.

This trust and autonomy can be highly motivating for top performers, as it allows them to work in a way that best suits their personal and professional needs, leading to increased job satisfaction and productivity. Moreover, by providing flexibility, leaders acknowledge that their high performers have lives outside of work and may have competing priorities, such as family responsibilities or personal pursuits.

By supporting their work-life balance and allowing them to integrate their work and personal lives in a way that works best for them, leaders can help reduce stress, prevent burnout, and improve overall well-being. This, in turn, can lead to higher levels of engagement, loyalty, and long-term commitment to the organization. 

Pay them fairly 

PWC’s 2022 Global Workforce Hopes and Fears Survey found that 71% of participants cite fair financial compensation as the most critical factor in seeking a new job, more so than job fulfillment, flexibility, or workplace connection.

Ensure that high performers’ compensation structure is competitive and equitable, regularly reviewing and adjusting salaries to align with industry standards and individual performance. Open communication and transparency about pay scales and performance expectations can also help mitigate feelings of unfairness and keep top performers satisfied with their compensation. 

Motivation is key to retention

When your team is motivated and connected, they don’t bother to look elsewhere for fulfillment. Ensuring they’re dialed into your organization’s culture, vision, and purpose is critically important, as is knowing how to best have meaningful conversations to motivate your high performers to fulfillment.

When you know your people, motivating them to stay is easier. When you’re ready to bring Motivation Code into your organization, our team is here for you. Contact our team to learn how we can help.