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In the recently released documentary, Simon Biles Rising, psychologist Dr. Onnie Willis Rogers states, “It is not necessary to control and overpower and undermine the humanity of your gymnasts in order to be successful.” She is referring to the belief that we must break someone down in order for them to reach their full potential. This includes the internal and external pressure to push through not only physical pain and injury but psychological barriers as well. While this might work for a short period of time, it is not sustainable and can lead to what gymnasts call the “twisties,” the phenomenon when one's mind is no longer in sync with the body; when the body is unable to pull off feats it once was able to achieve.
The same could be said about high performers in the workplace.
How Twisties Affect High Performers in the Workplace
As a former head of talent and HR executive and current CEO of a company focused on developing healthy leaders and organizations, I have had the privilege of working with some of the best and brightest in multiple industries. And I have seen first-hand how the twisties can show up at work. Consider these examples:
Jamila is an external hire and is recruited to join the organization based on the amazing work she did at a competitor. The team is thrilled to have this new person join the team and work her magic for the organization. However, once she arrives, the team rejects her ideas, saying, “that’s not how we do it here.” Suddenly, this amazing hire seems like a colossal mistake as she struggles to make an impact and meet expectations.
Scott is an up-and-comer who has been crushing his goals and was able to pull a project in decline back on track, exceeding all expectations. Identified as a high-potential employee, he is groomed for a promotion and told how amazing he is. Quickly put into this bigger position, he applies these same skills, all of which seem grossly out of touch with what the business needs. Furthermore, his feeling of being an unprepared imposter causes him to overcompensate, making him seem arrogant, resistant to feedback, and unaware of his own gaps. Suddenly, he has gone from high potential to a burden.
Kim is a long-term leader who has been well-respected by her team and peers. When she gets a new boss, she reaches out to show support and help her get a lay of the land in her new company. The new boss, however, doesn’t seem interested in her point of view. Seemingly threatened by Kim’s popularity, the new boss starts keeping her out of the loop. At a loss about what to do, Kim begins to struggle in her role, while the new boss piles on more work. Finally, Kim burns out and resigns, leaving a significant knowledge gap and a demoralized team in her wake.
Sergio joined the organization right out of college, and the team was excited to have him join and bring a fresh perspective. When he joins his first meeting, he realizes he is the only person of color on the team. As he looks at the executive team, he sees no one who looks like him. He feels his best course of action is to pull back and keep his head down, even when he sees issues come up. He doesn’t think there will be interest in what he has to say. Eventually, he feels he is robotically going through the motions.
These are just a few examples of how the twisties can manifest in the corporate world. Just like Olympic gymnasts, our “corporate athletes” need a healthy mind and body to achieve sustained success. As current Chief People Officer for Fitness Connection, Dr Marie Garrigue, shares:
“Just like top athletes need to ensure their body receives proper nutrition and rest to handle intense competition schedules, it is critical for high performers to prioritize wellness, especially for mental health. Failure to do so risks depletion of cognitive and physical resources to tackle the barrage of obstacles top leaders face daily.”
Reimagining Workplace Expectations and High Performance for a New Generation
Too often, we ignore the internal needs of our workforce, focusing on logic and knowledge. We try to solve missed deadlines with time-management training instead of truly understanding if there is overwork, poor processes, a burned out workforce, etc. We provide leadership training on running reports and executive presence without addressing the underlying causes of nervousness or distraction. We know that loneliness, masking, and burnout are highest among leaders, but we don’t forewarn them of these threats or prepare them with skills to cope.
In fact, we do the opposite by encouraging high performers to ignore their own needs, rewarding sacrifice and overwork. We tell our teams to leave their emotional needs at the door, as if these feelings could be peeled away and stored like clothing. Perhaps this is because we are unaware of the fundamental needs of our high performers, including what drives them toward the dangers of things like perfectionism and self-criticism.
This approach is no longer acceptable to this new generation of workers, and decades of research show it never should have been. In fact, this approach was counter-productive to high performance.
Why Prioritizing Mental Health Is Critical for High Performance
Corporate Athletes (aka High Performers) Are at the Greatest Risk of Injury: The mindset of “work hard, play hard” has been strongly embraced by many high performers. Corporate athletes tend to be driven by the work, especially tackling big problems and taking on larger and larger areas of responsibility. While mostly beneficial to the business, this behavior can also be dangerous to both the individual and the organization. In one recent study, for example, researchers saw a 2/3rds increase in burnout for this performance-driven approach.
Corporate Athletes Have More Obstacles: Not only is it common for companies to give their most important work to their highest performers, which increases the pressure to perform, research shows there is “compelling evidence that peers harm smarter coworkers.”
“High performers are less likely to stay with their organizations or sustain exceptional success if their social experiences are difficult or distracting and even stars can flounder without supportive peer relationships.”
Corporate Athletes Are More Likely to Struggle Internally: What drives star performers to push themselves, to run toward problems, to take risks? In their series about this topic, the National Institute for the Clinical Application of Behavioral Medicine states:
“Perfectionism can look like a good thing to the client – on the surface anyway. It often provides them with success, approval, and sometimes even a sense of mastery. But it’s also grooving their brain into rigid black-and-white thinking. Not only that, it can lead to depression, paralyze their ability to make choices, and poison their most loving relationships. Eventually, they’re left dealing with chronic stress, a loss of connection, and a nervous system that can’t come down off the ledge.”
Ongoing Support for High Performers
Organizations must move beyond a narrow focus on employee output and start viewing their workforce as a team of high performers who require ongoing support. A few places to start include:
Educating leaders and high performers on the potential hazards to their mental health by integrating these concepts into their development
Leveraging a standard like ISO 45003 as a framework for creating a healthy and safe workplace
Providing access to mental health resources such as Employee Assistance Programs (EAPs) and mental health training
Encouraging open communication and fostering a sense of community within the organization that incorporates the psychological health of the workforce
By taking these steps, companies can create a work environment that not only supports peak performance but also safeguards the mental well-being of their most valuable asset: their corporate athletes. Let’s look at our examples from earlier and see how a focus on creating strong and healthy workers could have prevented these situations:
Jamila: A formal peer-mentoring program for new leaders could have fostered connections with colleagues, easing her integration.
Scott: Leadership training addressing imposter syndrome would provide tools for self-awareness and navigating new roles.
Kim: Anti-bullying education and clear reporting structures could have empowered her to address the situation.
Sergio: A stronger diversity, equity, inclusion, and belonging strategy would have prepared his leaders with better skills for supporting him.
The Health of High-Performing Employees Is a Business Imperative
The cost of neglecting employee mental health is high. Burnout, absenteeism, and presenteeism (being physically present but mentally checked out) all lead to decreased productivity and lost revenue. Conversely, businesses that invest in employee well-being reap significant benefits.
These benefits include:
By prioritizing mental health and fostering a culture of well-being, businesses can empower their corporate athletes to reach their full potential and achieve long-term success.
Remember, just like Olympic gymnasts, our corporate athletes can't perform amazing feats when their minds are out of sync. Focusing on the health and well-being of the workforce is an investment in performance. Let's create a work environment that allows them to thrive, both personally and professionally.
Does your organization support high performers (corporate athletes)? Share or ask questions in our survey!
Dr. Allessandria Polizzi, PhD, SPHR is a former HR executive who is now the CEO of Verdant Consulting, a Start-Up Boston People-First Organization Runner-Up for 2024. Her book, “The Workplace Mental Health Strategy Workbook,” provides guidance on proactive approaches for creating healthy and thriving workplaces. She is also the ISO global liaison for Occupational Health and Safety and has served as an expert on psychological health and safety for professional associations, media, and the National Safety Council.