I don’t know about your experience, but every team I’ve been in has a standout performer; the one who knows the answer to just about everything, can tackle the most complex problems, and becomes the go-to person for advice. High performers like these are a valuable asset to the team, especially in times of dynamic change.
But there’s a challenge here: high-performing individuals can unintentionally become bottlenecks, making it harder for the rest of the team to grow and thrive.
When High Performance Creates Dependency
I’ve seen this dynamic play out before, especially in change projects. I see people naturally gravitate to those they perceive as more experienced for advice or direction. I wouldn’t call it laziness, but rather a lack of confidence in navigating certain situations. Over time, this type of reliance can create an unintentional dependency on a single person.
In the short term, this can seem efficient: the high performer has the answers, and the team keeps moving. But in the long term, it creates risks:
- Everything slows down if the “go-to” person isn’t available.
- Others don’t get the chance to stretch and grow their skills.
- The high performer ends up overwhelmed with solving everyone’s problems.
Change Teams Are Particularly Vulnerable
In change management, where complexity and impossibly tight timelines are the norm, this dynamic is even more pronounced. High performers often hold critical institutional knowledge, understand stakeholder dynamics, and navigate the tricky organisational politics.
But change, by its nature, needs distributed leadership.
Success isn’t about one or two people driving the effort, it’s about everyone stepping into their roles, contributing their insights, and growing together.
What Change Leaders Need to Change
So, how can we as leaders ensure that high performers don’t unintentionally overshadow the development of others? These are some practical strategies that I’ve found helpful:
Create Space for Others to Lead
As a leader, you can consciously create opportunities for others to step up rather than allowing the high-performers to lead by default. Assign tasks or decisions to team members who might need to build their confidence. Let them know they’re trusted to take ownership while offering guidance if needed.
Model Your Thinking Process
When someone asks for advice, talk through your thought process; why you’re recommending a certain approach or considering specific trade-offs. This helps others develop their critical thinking skills. This is better than just providing the answer straight off the bat.
Encourage Peer Problem-Solving
Encourage team members to collaborate and find solutions together. This builds a culture of shared learning and reduces reliance on any single individual.
Assign Stretch Opportunities
Give team members projects or responsibilities slightly outside their comfort zones. Pair these with coaching or mentorship to ensure they feel supported. In a change project, for instance, you might ask a team member to lead stakeholder engagement for a smaller business unit.
Reframe Mistakes as Opportunities to Learn
Fear of making mistakes often drives people to lean on high performers. As a leader, openly share lessons from your own missteps and foster an environment where mistakes are seen as a natural part of learning.
When Delegating Consider Development, Not Just Efficiency
It’s tempting to delegate tasks to the person who can complete them fastest or most effectively. Instead, delegate strategically to build skills across the team, even if it takes a bit more time upfront.
Leaders as Enablers of Growth
Leadership at it’s core is about enabling others to reach their potential. When team members tell me they’ve learned a lot from working with me, it’s often because I’ve made a deliberate effort to share knowledge and create growth opportunities.
This approach is something any leader can adopt. It starts with shifting the focus from individual contributions to collective success. It requires patience, trust, and a commitment to developing others, even when deadlines loom.
What is Your Leadership Legacy?
High performers will always be an asset, but they shouldn’t be the crutch the team relies on. By fostering a culture of shared leadership and continuous learning, we empower everyone to contribute and grow.
And as leaders, our impact is measured not by what we achieve alone, but by how we lift others to achieve alongside us.
How have you created opportunities for your team to grow? I’d love to hear your thoughts.
