Everyone wants star employees on their team. But research shows that high performers can create resentment among peers, especially if they garner more resources than others. As the manager, it’s your job to reduce tension and assuage concerns. Emphasize how having high performers on the team is good for everyone — their expertise, experiences, and connections often translate into better team reputation, goal accomplishment, and overall performance. And consider positioning the stars as mentors. Encourage them to act selflessly toward their peers. When high performers have others’ best interests at heart, they become less likely to hoard credit and dismiss team contributions, reducing their chances of being perceived as a threat.
Adapted from "When One Person's High Performance Creates Resentment in Your Team," by Hui Liao et al.
