Wellbeing for high-performers: How to prevent burnout among top talent

High performers are the driving force behind innovation, productivity, and ultimately, an organisation’s bottom line. However, these professionals are often in high demand, and the risk of burnout can significantly increase the likelihood of them seeking opportunities elsewhere.

A 2023 study by Mercer found that the average voluntary turnover rate in the US alone was 13.5%, with some industries experiencing even higher rates. The report added that burnout is among the top drivers of attrition, especially for hard-to-fill positions.

While the survey refers to employees in general, the reality is that top performers are not immune to burnout. To mitigate this risk and ensure your organisation remains at the forefront of your industry, it's essential to prioritise the wellbeing of your top talent.

But retaining top talent in a highly competitive environment has always been easier said than done. For instance, high-performing employees constantly seek new challenges and productive pressure as they climb the career ladder. But go a bit too far and risk burnout and attrition.

Also Read: Why productivity punishment is harming top performers

9 signs of burnout among high-performers

High-performers are often the most vulnerable to burnout, as they tend to possess an intrinsic drive to excel and push their limits. However, this relentless pursuit of excellence can come at a cost. Recognising the signs of burnout in this group is crucial for early intervention and prevention. Here are some changes you need to watch closely:

Shift in demeanour. One of the first signs of burnout in high-performers can be a noticeable shift in their demeanour. While they were once positive and enthusiastic, you might observe a growing tendency towards irritability, impatience, and negativity. They may seem more easily frustrated, quicker to anger, or generally pessimistic in their outlook. This change in attitude can impact their interactions with colleagues and their overall approach to work.

Taking on excessive responsibility. High-performers often possess a strong sense of responsibility and a desire to excel. However, when experiencing burnout, this can manifest as taking on excessive responsibility, even for tasks that are outside their job description or beyond their capacity. They may feel compelled to volunteer for every project, take on extra work to help others, and struggle to delegate tasks effectively. This can lead to an overwhelming workload, increased pressure, and further contribute to their burnout.

Reduced productivity and engagement. High-performers are typically known for their strong work ethic and dedication. However, when experiencing burnout, their productivity may start to decline. They might struggle to maintain their usual output, miss deadlines, or show less interest in their tasks and projects. This decrease in engagement can be a significant red flag, as it indicates a loss of motivation and passion for their work.

Increased absenteeism or tardiness. As burnout takes hold, high-performers might begin to exhibit a pattern of increased absenteeism or tardiness. They may take more sick days than usual, arrive late to work more frequently, or leave early without a clear explanation. These absences might be accompanied by vague excuses or a reluctance to discuss the reasons behind them, suggesting a deeper underlying issue.

Difficulty concentrating and making decisions. Burnout can significantly impact cognitive function, making it challenging for high-performers to concentrate and make decisions effectively. Tasks that once came easily may become a struggle, as they experience mental blocks, difficulty focusing, and an inability to think clearly. This can lead to delays in completing work, increased errors, and a general sense of feeling overwhelmed.

Withdrawal and isolation. High-performers experiencing burnout may start to withdraw from their colleagues and social interactions at work. They might avoid team meetings, skip social events, or prefer to work alone in isolation. This withdrawal can be a sign that they are feeling overwhelmed, emotionally drained, and unable to cope with the demands of their work and social environment.

Reduced creativity and innovation. High-performers are often valued for their ability to think outside the box and generate creative solutions. But under the weight of burnout, their innovative thinking may diminish. They might struggle to come up with new ideas, solve problems effectively, or approach challenges with their usual ingenuity.

Diminished proactive behaviour. A key trait of high-performers is their proactive nature—anticipating needs, taking initiative, and going the extra mile. Burnout can erode this proactive drive, leading to a more passive approach to work. They may become less engaged in meetings, contribute fewer ideas, and show less initiative in identifying and tackling new challenges.

Increased sensitivity to feedback. While high-performers generally value constructive feedback, when experiencing burnout, they may become overly sensitive or defensive in response to criticism. Even minor suggestions for improvement might be perceived as personal attacks, leading to feelings of inadequacy and self-doubt.

Also Read: Wellbeing fatigue: Are employees tired of wellness initiatives?

Keeping top talent safe from burnout

Preventing burnout requires a multifaceted approach that prioritises employee wellbeing and fosters a supportive work environment. Start by recognising and rewarding effort meaningfully, going beyond standard bonuses to offer personalised incentives like extra vacation time or professional development opportunities. Publicly acknowledge achievements while remaining sensitive to individual preferences for recognition.

Foster a culture of open communication where employees feel safe voicing concerns and seeking support without fear of judgement. Encourage regular check-ins between managers and team members to discuss workloads, stress levels, and potential challenges. Prioritise work-life balance by encouraging employees to utilise vacation time, disconnect fully, and take advantage of flexible work arrangements whenever possible.

Empower high-performers by promoting autonomy and ownership. Provide them with the freedom to make decisions and own their projects, offering clear expectations and goals without micromanaging their process. Invest in their professional development through skill-building workshops, leadership training, and opportunities for career advancement. This keeps top talent engaged and invested in their future with the company.

Cultivate a supportive team environment where camaraderie and collaboration thrive. Encourage peer-to-peer recognition and mentorship programmes to foster a sense of community. Provide regular feedback and recognition, both positive and constructive, to help employees understand their performance and areas for growth. Celebrate achievements to reinforce their value and contribution.

Promote a culture that values breaks and time off as essential for productivity and wellbeing. Implement policies that encourage employees to disconnect after work hours and on weekends. Offer access to mental health resources, such as employee assistance programmes (EAPs) or mindfulness and stress-reduction tools. Normalise conversations around mental health and encourage employees to seek support when needed.

Finally, actively monitor workload and capacity to ensure no one is consistently overloaded. Provide training and tools to help employees manage their time and prioritise tasks effectively. By remaining vigilant for the signs of burnout and intervening early, companies can create a sustainable work environment that supports the wellbeing of their top talent and fosters continued high performance.