They are the superheroes of the corporate world, the star performers who excel in every arena, shoulder immense responsibility, and inspire teams to push boundaries. Organisations lean heavily on these high achievers to drive innovation and deliver success. But even superheroes have their moments of weakness. When they stumble, the repercussions can ripple far beyond their own performance, shaking the foundations of their teams and sometimes the entire organisation.
The relentless pressure on star performers often stems from an environment where their worth is tied exclusively to success. Failure becomes a taboo, and the stakes attached to their performance soar to unsustainable levels. But the solution isn’t about lowering expectations. Instead, it’s about creating an ecosystem that embraces human vulnerability, fosters resilience, and views setbacks as stepping stones for growth.
Changing the narrative
Tanaya Misra, CHRO, InSolutions Global, believes that organisations must reshape the narrative around failure. “Mistakes should be seen as opportunities for growth rather than sources of fear,” she says. This mindset shift is essential to unlocking the true potential of star performers, allowing them to take risks without the paralysing fear of failure.
“Mistakes should be seen as opportunities for growth rather than sources of fear.”
Tanaya Misra, CHRO, InSolutions Global
High achievers often face a double burden—their ambition, paired with external expectations, creates relentless scrutiny. This amplifies the impact of their failures, turning even minor setbacks into significant crises. Organisations such as Accenture, known for its high-pressure consulting environment, have recognised this challenge. To address it, they’ve introduced mental fitness programmes that include therapy, coaching, and peer-support groups. These initiatives provide safe spaces where employees can process setbacks without fear of judgement. “By prioritising resilience and well-being over short-term results, these programmes reduce the stakes and help performers recover stronger,” Misra notes.
Streamlining the path to success
Sometimes, the pressure on top performers isn’t just psychological—it’s embedded in the organisation’s processes. Atul Mathur, executive vice president & head, learning and development, Aditya Birla Capital, recalls how cumbersome systems can derail even the most competent employees. “For instance, a delayed dealer payment caused by inefficient approval processes can significantly impact a sales star’s productivity and morale,” he explains.
“By cultivating an environment of trust and psychological safety, they can shield their teams from the pressures of constant success.”
Atul Mathur, EVP & head, learning and development, Aditya Birla Capital
To alleviate such burdens, organisations are increasingly turning to digitisation. Unilever has embraced automation to streamline routine operations, enabling employees to focus on strategic objectives rather than administrative hurdles. These changes not only improve efficiency but also lighten the load on high performers, allowing them to thrive without being bogged down by bureaucracy.
Building emotional resilience
While optimised processes are essential, emotional resilience is equally critical for sustaining high achievers. Tailored coaching and mentorship programmes are invaluable tools in this regard. Misra highlights the importance of combining mentoring, which provides insights from personal experience, with coaching that encourages self-reflection and discovery.
SKF India exemplifies this approach with its high-potential leadership programme, anchored by a 360-degree feedback mechanism. Participants identify areas for growth and receive personalised coaching to overcome challenges. “This helped our star performers regain confidence and prepared them for greater responsibilities,” Misra shares. These structured interventions transform setbacks into opportunities for reinvention, ensuring that high performers emerge stronger.
Creating psychological safety
Leaders play a pivotal role in managing the stakes for star performers. By cultivating an environment of trust and psychological safety, they can shield their teams from the pressures of constant success. Mathur emphasises the importance of supervisors “having their employees’ backs.” Ernst & Young exemplifies this philosophy with its “Time Out” initiative, allowing employees to take extended breaks without fearing career repercussions. This policy not only addresses burnout but also reinforces the organisation’s commitment to long-term well-being over immediate results.
Redefining success
Reducing the stakes isn’t about lowering the bar; it’s about reimagining success. Organisations must move beyond a binary view of triumph and failure, instead celebrating effort, creativity, and collaboration—even when immediate results are elusive. Encouraging employees to experiment and learn from new mistakes fosters innovation while breaking the stigma surrounding failure.
Building a robust pipeline of mid-level performers is equally crucial. By distributing responsibility more equitably, organisations can reduce their over-reliance on star performers, creating a healthier and more sustainable ecosystem.
A safe space for superheroes
Managing the pressure of failure for star performers doesn’t mean diluting expectations; it means humanising them. Organisations such as Accenture, SKF India, and Unilever demonstrate that digitised workflows, tailored coaching, and psychological safety can transform failures into catalysts for growth.
As Mathur succinctly puts it, “Even superheroes need a safe space to regroup before their next flight.” By embracing the inevitability of setbacks and reducing the stakes attached to them, organisations can nurture resilient teams capable of thriving in both triumph and adversity.
