The Problem with Being a Top Performer

Francesca Gino:

The top performers in their fields—from LeBron James to Oprah Winfrey to Bill Gates—seem to have it all. Through a combination of talent, drive, and hard work, they lead their organizations to the next level. In fact, according to a recent estimate, top performers produce 20 to 30 times more than the average employee in their fields.

Many of us aspire to reap the accolades, respect, and influence that come with being one of the very best. But new research demonstrates that performing at high levels can also come with some heavy costs: It can make our peers resent us and try to undermine our good work. And there’s more: the “social penalty” that star performers suffer is actually higher in more collaborative workplaces.

A story from Hollywood provides an apt illustration. Tom Hanks won back-to-back Best Actor Academy Awards in 1993 and 1994 for his performances in the films Philadelphia and Forrest Gump. Many critics made the argument that Hanks performed equally well in many of his subsequent movies, such as Apollo 13, Saving Private Ryan, and Castaway. But Hanks didn’t receive enough votes from his fellow actors to be nominated for any of these movies. The lack of nominations, as various critics and fans alike concluded, seemed an intentional slight that robbed Hanks of awards he deserved. The actor’s peers may have failed to nominate him for a third Oscar because of the envy and resentment they knew they would likely experience if he won yet another Academy Award.