Why do top performers leave companies?

The answer will probably surprise you. Most people will probably think it is due to poor leadership, as this is often cited as one of the key reasons people leave. But that’s not the real reason. They leave because of the underperformers.

Top performers are typically ambitious, hardworking, and willing to go the extra mile. They are focused on winning and more precisely, they want to be on the winning team. This is where it really gets interesting. People are, by nature, herd animals, meaning they want to be part of a herd that can be the best. The herd needs to be able to protect all the members. To do that, the herd needs to work together as effectively as possible. Everyone in there has a function and will perform it to the best of their abilities. The herd's leaders make sure it’s a smooth operation. This is all based on trust & respect between us.

When we translate to the business nowadays, that same behavior is expected. People show respect and trust leaders and in return they’ll deliver the best possible performance. Now, let’s zoom in on the top performer. A top performer is giving their absolute best to ensure that the job is done. If you compare this with an underperformer, you often see that they are just trying to do the bare minimum. Everyone remembers the term quiet quitting?

Top performers will notice this quickly and will try to fix this. They can either try to fix it themselves or let the leadership know. This is where it gets really interesting. What will the leadership do to solve this? The leadership will not only look at the top performer but also at the entire team and the organizational needs. They will look at the past, the potential of the underperformer, the time to hire a replacement, recruitment costs, business continuity,… A lot of things are now being pulled into the equation.

Now it comes to the make-or-break point. Will they keep the underperformer because it’s simply just better to have a filled seat versus a performing seat? Or will they take action and follow the top performer? This is the moment that leadership needs to make the right call. 

A strong leader will rise here and look at the long term, a mediocre leader will leave the situation as it is.

If they keep the underperformer and don’t try to get him to become a good performer, the frustration will start to bubble. The key takeaway there is that the top performer now feels that not everyone is pulling their weight and that it’s being seen as ok. This doesn’t work into the mind of a top performer. They want to be part of a winning team, and this is clearly not one. So what will happen is that the acceptable performance level is being lowered, and it spreads like an oil stain. Having a top performer next to you can increase your performance, but unfortunately, it can also go the other way.

This is where it really matters in your employee retention. It’s not only your average retention, but it’s  the retention of your key players because their impact is huge.

Are you a people leader who anticipates or are you focused on putting out fires?

Want to know how KeepYourEmployee can help your organization grow? Feel free to get in touch to see which service meets your needs:

• People Management Sounding Board/Coach: An objective sparring partner for the performance and talent management topics you encounter.

• People Management as a Service: We take care of the operational side and handle talent and performance management where needed.

• KeepYourEmployee Scan: Discover what’s happening on the floor, where the friction lies, and work together on a concrete action plan.

• Inspiration Sessions: Practical workshops and keynotes that you can implement immediately.

Feel free to reach out to cristijn.cambre@keepyouremployee.com or anouck.saman@keepyouremployee.com .

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