by Eleanor Hecks, HR and hiring writer, Editor-in-Chief of Designerly Magazine
You’re well aware that high performers bring extraordinary results — but the risk of burnout among these key players can quietly undermine that success. High-performer burnout occurs when your strongest employees — driven, conscientious, perfection-oriented individuals — gradually exhaust themselves mentally, emotionally and physically, even while maintaining an outward façade of excellence.
You’ll spot warning signs such as brain fog, dwindling motivation, emotional detachment, memory issues, difficulty sleeping and a growing disconnection from their work. High achievers often preserve their composed exterior until they’re severely depleted, which makes timely intervention essential.
What Drives High-Performer Burnout in Your Organisation?
Often, you expect more from high performers — and here’s why that becomes problematic.
They naturally take on heavier workloads, are entrusted with the most critical projects and frequently find themselves pulled into mentoring and supporting colleagues. This can slip into what’s known as productivity punishment — where outstanding work is “rewarded” with even more work. In practice, this means high performers are penalised for their success, as extra responsibilities pile up without added recovery time. That relentless cycle — with minimal downtime in between — quickly drains energy reserves.
Coupled with personality traits like perfectionism, an inability to say “no” and internal pressure to maintain an impeccable track record, these patterns accelerate burnout risk. If your organisation responds by overworking these individuals without recognising the danger, this harms morale and can lead to resentment, disengagement or resignation.
On a broader scale, you’re likely feeling this at an organisational level too. An estimated labour-force gap of 5-10% is fueling intense competition for capable employees. When you lose your high performers to burnout, that gap bites harder, leaving the rest of your workforce stretched even further.
Your Role as HR: Prevention, Early Detection and Sustained Care
If you’ve been in HR long enough, you’ve likely seen it — the star employee who once seemed unstoppable suddenly starts slowing down, becoming withdrawn or quietly making more mistakes. On paper, they’re still delivering, but you can sense the spark has dimmed. High performers rarely wave a flag when they’re struggling. More often, they’ll push through until burnout forces a bigger decision, like stepping back or even leaving altogether.
That’s why your role goes beyond reacting to burnout. It’s about building systems that protect your top talent before exhaustion takes hold. Here are practical, proven ways to make that happen.
Build Recognition and Redistribution
When high performers complete a major project, ensure there’s a deliberate pause before the next assignment. Allow them a “decompression” period to recover, rather than pushing them immediately into another high-stakes task. Offer meaningful recognition through verbal appreciation, career-development conversations or visible acknowledgment in team settings.
Also, task allocation should be transparent and balanced to distribute workloads fairly. This approach reduces productivity punishment and signals that long-term well-being matters as much as output.
Embed Wellness and Boundaries in the Culture
Cultural norms powerfully influence how high performers work. What began as a temporary fix during a global crisis has become a lasting preference, reshaping when, where and how millions work. This freedom can be empowering for high performers, but it also blurs the line between work and personal life. Without structured boundaries, flexibility can lead to longer hours, fewer recovery periods and burnout.
Embedding flexible arrangements — such as hybrid or remote work models, defined core hours, flex time or scheduled “quiet weeks” — reinforces the idea that recovery is a legitimate and valued part of performance. Encourage leaders to model healthy boundaries, like logging off on time or taking annual leave without interruption. The goal is to make excellence synonymous with sustainability rather than exhaustion.
Offer Mental Health Resources and Coaching
Making mental health resources visible and accessible can make a significant difference. Providing confidential coaching or counselling gives high achievers a safe space to reassess their workload, perfectionist tendencies and personal boundaries. Resilience training or short workshops on stress-management strategies can equip them with practical tools for sustaining their performance without sacrificing well-being.
Foster Peer Support and Purpose Alignment
High performers often hesitate to admit when they’re struggling, especially if they see themselves as role models. Creating peer-support forums, well-being groups or informal check-in sessions helps normalise conversations about pressure and resilience.
This can be especially powerful when paired with opportunities for employees to revisit their professional goals and align them with meaningful organisational missions. Reinforcing that their value extends beyond deliverables nurtures a deeper sense of belonging and purpose.
Empower Your People Leaders
Managers are your first line of defence in spotting burnout. In a recent survey, 70% of healthcare workers were burned out, and 86% were women. While the numbers come from healthcare, they reflect a wider workplace reality — burnout disproportionately affects certain groups and can escalate quickly if unnoticed.
Train managers to detect early warning signs such as detachment, reduced concentration and visible fatigue. Equip them with active listening skills and the confidence to ask open-ended questions about workload, energy levels and priorities. Regularly reviewing and adjusting workloads with high performers can help maintain balance and prevent burnout before it takes hold.
Monitor, Measure and Adapt
While surveys and feedback tools can provide insight, they must be handled carefully. Use anonymous wellness “pulse checks” to ask employees how they feel about workload and support. Review results for patterns — particularly among high performers — and adjust policies, leadership training or resourcing accordingly. The emphasis should be on proactive improvement rather than reactive damage control.
Re-Energising High Performers After Burnout
Helping a high performer return from burnout isn’t simply slotting them back into their old role. In fact, putting them straight back into the same pace and expectations risks undoing their recovery. A re-energising approach includes adjusting workload in the first weeks, building in structured check-ins and ensuring boundaries set during recovery remain intact.
This is also the perfect time for them to revisit their professional development goals. Some high performers find that burnout shifts their priorities. They may want to explore different projects, new learning opportunities or even mentoring others in ways that are energising rather than draining. By guiding this transition with intention, you not only help them rebuild confidence but also keep their engagement high over the long term.
The Payoff: Sustained Performance, Retention and Organisational Resilience
By proactively protecting high performers, you preserve the productivity your organisation depends on, reduce costly turnover and strengthen your employer brand. In a labour market already stretched by a significant workforce gap, keeping your most capable people engaged and energised is both a strategic imperative and a reflection of responsible, human-centred leadership.
About the author
Eleanor Hecks is an HR and hiring writer who specialises in topics surrounding DEI and accessibility in the workplace. She serves as Editor-in-Chief of Designerly Magazine, where she regularly discusses small business news and insights.
