Why High Performers Are at High Risk for Burnout
Why High Performers Are at High Risk for Burnout
And why you might not notice until it’s too late
We tend to think burnout happens to people who are falling behind. But more often than not, it happens to the ones who never do.
The go-to person. The problem solver. The one who never says no.
High performers carry a quiet risk—and it’s one that often goes unnoticed until they’re halfway out the door.
As HR professionals and people leaders, this is where our attention needs to shift: not just toward the obvious signs of struggle, but the hidden ones wrapped in success.
What Makes High Performers So Vulnerable?
High performers aren’t immune to burnout—they’re often more susceptible. Why? Because their habits, mindset, and environment can mask the pressure they’re under.
1. They push through, even when it hurts.
They’re used to handling stress. So they ignore warning signs. They keep going. Until they can’t.
2. They rarely ask for help.
They’re the ones people go to—not the ones who speak up. Admitting they’re struggling can feel like failing.
3. They’re rewarded for overextending.
Work late? Take on more than the job description? Deliver under pressure? Often, that behaviour is praised—and repeated—until it becomes unsustainable.
4. Their identity is tied to their output.
The more they succeed, the harder it becomes to stop. Rest can feel like weakness. Slowing down can feel like losing value.
What Burnout Looks Like in High Performers
Burnout in high performers doesn’t always look like withdrawal. It can look like:
Perfectionism ramping up
Irritability or frustration in meetings
Overcommitment—saying yes to everything, even when they’re stretched
Increasingly transactional communication
A drop in creativity or initiative (but not in output—yet)
Quiet resignation, even if they’re still performing
Sometimes, they’ll hide it so well that the first sign is a resignation letter—or a health scare.
What Leaders Often Miss
They’re still producing.
Which makes it easy to assume they’re fine. But high-functioning burnout is very real—and dangerous, because it’s hidden.
They don’t want to be a burden.
They often feel like they’re the strong ones. They’ve got it handled. They don’t want to let the team down. So they stay silent.
They’ve normalised unhealthy habits.
Late nights. No breaks. Always saying yes. For them, this has become the baseline. And it’s often rewarded.
What Can HR and Culture Leaders Do?
1. Redefine what “good” looks like
High performance shouldn’t mean self-sacrifice. Start recognising outcomes that are sustainable, not just heroic.
2. Create space for check-ins that go deeper
Ask the second question. Don’t just accept “I’m fine.” Ask, “How are you really doing?”—and create a culture where honesty feels safe.
3. Monitor over-functioning, not just underperformance
If someone is consistently going above and beyond, check whether it’s coming from passion—or pressure.
4. Reward boundaries, not burnout
Celebrate people who take their leave, switch off after hours, or say no when they’re at capacity. That’s leadership, too.
5. Train managers to look beneath the surface
It’s easy to focus on the visible problems. But prevention often lies in the invisible ones—like the quiet, over-performing team member who never asks for help.
By the time a high performer is visibly burned out, it’s often too late.
They’ve already given more than they had. And the organisation likely never saw it coming.
We can’t afford to keep losing our best people because we didn’t ask the right questions. Or worse—because we thought their strength meant they didn’t need support.