How to keep high achievers engaged

Remember the disruptive child in your class? Teachers may have found them difficult to manage for any one of a number of reasons, including the individual being a high achiever who has become bored through lack of challenges.

High achievers are the driving force behind many successful organisations. They consistently exceed expectations, think outside of the box, set the pace for others and often become leaders of teams, regardless of their title. But despite having such traits, these individuals can prove “problematic” in that if not fully challenged they can become disengaged, can burn out or they can leave.

It makes sense, then, that to retain and continuously engage high achievers, managers need to be both proactive and strategic in their thinking; it’s not enough to just recognise achievement – employers need to create the right environment that fosters growth, protects well-being and allows high achievers to thrive over the long term. But how?

Recognise them – the right way

Recognition is one of the most powerful engagement tools available. But for it to work, it must be genuine, consistent and tailored to the situation and person being recognised. High achievers don’t just want praise; they want to know their impact has been noted and valued.

As to what works, public recognition must be aligned with the individual’s personality – not everyone wants to be in the spotlight; feedback must be timely and highlight not just what was achieved, but how it benefited the team or business; and rewards must be meaningful, such as opportunities, autonomy or increased influence. Importantly, recognition should be linked to effort and outcomes, not popularity or visibility. High achievers quickly lose motivation when they see arbitrary or inconsistent reward systems.

Personalised development

One of the main reasons high achievers leave an organisation is lack of growth opportunities – they’ve become bored. But not all want the same kind of development. Some seek leadership roles, others prefer to deepen technical expertise and some may want to see different parts of a business.

Employers wanting to retain and develop their high achievers should create a development plan based on the employee’s goals and interests. Regular career conversations, not just annual reviews, help in understanding exactly what it is that motivates the individual.

Sight shouldn’t be lost of the fact that learning can be both formal and informal and include mentoring, coaching, cross-functional projects, or advanced training. All should be used to engage staff.

Flexibility is key, however. Defining a career path can stifle ambition and creativity; when an employee feels they are supported in a form that aligns with their values and goals they should become more engaged.

Challenge versus support

While high achievers like a challenge and tend to be able to cope with pressure, they have limits. Continually increasing workload or complexity without offering corresponding support may lead to burnout and disengagement.

As a result, employers should ensure that while they assign tasks that are matched with resources and support, they must set clear boundaries around workload and availability. Similarly, managers need to keep an eye on staff energy levels, stress levels and overall job satisfaction.

Just because someone is performing well doesn’t mean that they don’t need help – many high achievers hide their struggles, fearing it might be seen as weakness.

Protect their well-being

It should be no surprise that high achievers may push themselves beyond what is reasonable. Left unmanaged, this can lead to physical and emotional burnout, ultimately costing the employer one of its most valuable contributors. Strategies can help with this by promoting rest, boundaries, and sustainable working hours while ensuring that workloads are manageable and evenly distributed.

Easy access to well-being resources and talking about mental health in the workplace is one option, as is training managers to spot signs of burnout or stress.

In essence, a positive workplace culture tells staff that the employer cares not just about what they do while working, but also their long-term health.

Imposter syndrome and confidence

Many high achievers experience imposter syndrome — a nagging feeling that they’re not as competent as others perceive them to be. This can cause them to overwork, turn down opportunities or doubt their achievements.

To address this an employer may want to have conversations about self-doubt, seek to provide constructive and specific feedback that helps the individual understand and own their successes and offer mentoring or coaching to help them gain confidence and perspective on how they’re feeling.

When high achievers believe in their own abilities and feel safe, they’re more likely to take risks, innovate and look for leadership roles.

Autonomy

While micromanagement is the bane of most employees, for high achievers it’s a nightmare as they prefer autonomy, trust and want to make their own decisions.

Of course, employers need to set targets and boundaries, but some flexibility in how work is carried out will be good for the high achiever and their colleagues, too. An idea is to involve high achievers in important discussions and decisions while delegating responsibilities that stretch them and show trust.

Being fair and consistent

It’s a central principle of employment management – and law – that staff are all treated equally. However, high achievers sometimes receive more latitude – or scrutiny – than others, depending on management style. The problem is that either extreme is problematic; over-indulgence can breed entitlement, but over-expectation can lead to fatigue or resentment. For a happy workplace, managers should seek to apply performance and behaviour standards consistently to all employees and they should also avoid assumptions that high achievers don’t need feedback or boundaries.

And regardless of who the individual is, performance or conduct issues should be addressed promptly. It needs to be remembered that fairness matters and that when high achievers see inconsistency, especially in how others are rewarded or held accountable, they may disengage or lose trust in leadership.

Create a sense of purpose

High achievers are often “mission-driven” and need to feel that their work matters and that they’re contributing to something larger than themselves.

To help the high achiever, employers need to clearly state their organisational goals and values, connect individual roles to the bigger picture and be transparent about the direction of the business and how employees can help it move along.

Again, regardless of the employee, having work with a sense of purpose taps into intrinsic motivation, which is a key driver for high achievers – and everyone else for that matter.

Think long-term

Short-term rewards can keep someone engaged for a while, but sustained engagement requires long-term thought.

Mapping out career paths that can span years, not just quarters, and involving high achievers in shaping the future of the business may help. And as before, providing staff ongoing challenges and opportunities for reinvention according to their abilities. The point is to tell staff – including the high achiever – that they have a future.

Conclusion

Supporting high achievers isn’t just about retaining staff – it’s about helping the most capable do their best in a way that is sustainable and fulfilling to them. When high achievers are engaged, supported and motivated, their attitude can lift the performance of entire teams and the organisation generally.

A thoughtful, consistent approach to high achievers, and staff in general, isn’t just good HR – it’s good business.

• This article appeared in Vet Times (27 January 2026), Volume 56, Issue 4, Pages 16-18.