Elizabeth Campbell in Harvard Business Review
Organizations face a dilemma in their hunt for talent. They pursue the proverbial “best and brightest” who can outsell, outthink, and outproduce their peers. So they spend sizable resources to attract and retain high performers who stand out. But often these organizations also want teams that function in solidarity. So they place their prized recruits in collaborative groups and tell them to fit in.
Many managers miss or underestimate the potential harm to high performers from their teams. Often with good intentions, managers set up high performers as targets for sabotage, aggression, and exclusion. As the Japanese proverb warns: “The nail that sticks up gets hammered down.”
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