As a society, we’ve made progress understanding that our mental health is just as important as our physical health. But there is still lingering stigma attached to mental health in the workplace. This is especially true among our high-performing employees. While some may not show outward signs of struggle (for reasons that will be explained below), they still need our support. In this week’s blog, we look at the mental health of high-performing employees, how to spot signs of struggle, and what employers can do to support this segment of the workforce.
Traits of high performers in the workplace.
You probably have a few high performers on your team. High performers are often high achievers. They work hard, stay late, say yes to extra assignments, hold themselves to high standards and deliver excellent work. They also tend to be risk-takers, allowing them to develop innovative solutions and solve problems effectively. These are qualities that are typically praised in our success-oriented society.
What’s going on with high performers behind the scenes?
High performers become stressed and anxious just like the rest of us, and perhaps even more so. The difference is they may be more likely to mask their stress and anxiety, appearing to have everything under control. Experts term this “high-functioning anxiety,” or the ability to manage mental health symptoms so well that they’re not visible to others.
According to Psychology Today, high performers have a high incidence of depression. On the physical side, they may experience insomnia, headaches, exhaustion, digestive issues, and more. When exposure to these stressors remains unchecked it can lead to burnout syndrome. Research conducted by the Center for Research at WebMD Health Services found that one-third of employees experience persistent burnout and that burnout rates have increased nearly 25% from 2022 to 2024. Contrary to the day-to-day, short-term stress or pressures we might occasionally feel, persistent burnout is something that is chronic, intense and unrelenting. And, it should come as no surprise, your high performers may be at greater risk of burnout.
Signs that a high-performing employee may be struggling.
High performers can be good at masking mental health symptoms, but there may be a few tell-tale signs you can spot:
- Increased irritability, anger or mood swings
- Persistent sense of hopelessness, appearing defeated or deflated
- Being overly self-critical or unreceptive to constructive feedback
- Social withdrawal
- Using activities (for example, compulsive exercise) or substances to cope
- A desire to take on even more work
- Excessive worrying or ruminating about future scenarios
How employers can help high performers.
Many of the resources and interventions to help high performers manage their well-being and mental health are the same as those you would recommend to any employee. The distinction is how you approach the conversation about mental health and the greater difficulty you may encounter in convincing a high-performing employee to take advantage of these resources.
Of course, it’s easier to have this discussion if your workplace culture already prioritizes employee health and well-being. It’s a more difficult message to land if you have a workplace culture that prizes outcomes and overwork at the cost of employee well-being.
The timing of the conversation is also important. It’s critical not to have the discussion after something has gone wrong. Rather, bring up your concerns during a regular one-on-one meeting.
What managers can suggest:
- Cultivate an identity outside of work. Many high performers intertwine their sense of self-worth with their work life. Urge these employees to turn their focus outward and engage in activities—a hobby, family time, volunteer work—that bring them joy and allow them to receive validation that isn’t associated with work.
- Set good boundaries. Because of their extraordinary commitment and engagement, high performers may burn the candle at both ends. Encourage them to protect their personal time by communicating their availability and sticking to it.
- Use the resources the company makes available. It’s important for managers to know about the company’s Employee Assistance Program (EAP) and other mental health resources and remind employees to take advantage of them.
These next few suggestions need a bit of context. Well-being experts generally agree that without taking a critical look at workplace norms—workload, recognition (or lack thereof), management style—all the well-being apps and interventions in the world can’t solve the issue of burnout. However, in the case of high performers, it might make sense to lean into some proactive well-being practices, such as:
- Self-care. High performers need to be reminded more than most that self-care—like taking time off, moving throughout the day, spending time outdoors, eating well, and getting quality sleep— is essential.
- Mindfulness and meditation. High performers often engage in negative self-talk. Mindfulness and meditation can be a good tool for cultivating self-compassion and achieving a sense of calm.
- Learning coping skills. Resilience offers protection from burnout and helps us manage the anxiety we feel about what could or might happen. And it’s a skill that anyone can build. Urge high performers to take advantage of any resilience-building workshops or courses your organization may offer.
Lastly, there are certain “thought traps” that tend to plague high performers—such as catastrophizing, ruminating, and all-or-nothing thinking. You may wish to share this helpful article that breaks down these thought traps and how to overcome them.
What managers can do:
- Ensure that the workload is evenly distributed and refrain from always asking high performers to take on new projects.
- Remind them that it’s OK to ask for help and delegate tasks they don’t have time for.
- Provide a supportive environment where people feel comfortable talking about mental health.
- Assign a mentor who can serve as a sounding board and coach.
- Consistently hold one-on-one meetings to monitor workload and set expectations.
- Model healthy work-life balance behaviors in their own lives.
Helping high-performing employees with their mental health is a delicate balancing act. On the one hand, you don’t want to dampen their drive and enthusiasm for work. Yet, it’s important to recognize that high performers may be less likely to admit they are struggling and seek help.
Become aware of the warning signs of burnout among high performers, foster an open dialogue about mental health, and provide easy access to the right resources. This approach will help your organization retain its high-performing talent, while promoting a culture of well-being for everyone.
