公司里的顶尖人才，往往是被“能者多劳”逼走的

Core Insights - Many leaders spend excessive time supporting low-performing employees while failing to accelerate the development of high-performing employees, leading to talent loss and a lack of skill enhancement [1][7] - Companies should foster a culture centered around high performers, focusing on retaining and developing new high-performing talent [8][16] Group 1: Challenges Faced by High Performers - High performers, like Elodie, face immense pressure due to their past successes, often being assigned the most complex and high-risk projects [3] - They are overwhelmed with meetings, which limits their time for impactful work [4][8] - There is a lack of guidance from leadership, as the focus is on addressing problem areas rather than supporting high performers [5][6] Group 2: Ineffective Retention Strategies - Current retention strategies are ineffective because they focus on managing low performers rather than developing high performers [6][14] - Traditional performance evaluations often deter high performers instead of providing constructive feedback for growth [7][13] Group 3: Recommendations for Improvement - Reduce the number of meetings to allow high performers more time for meaningful work, suggesting a streamlined weekly meeting structure [9][10] - Measure team engagement to identify areas for improvement and foster a culture that encourages high performers to take responsibility [12] - Provide regular skill development discussions to help high performers grow and prevent them from feeling stagnant in their roles [13][14] Group 4: Benefits of a High-Performance Culture - Investing in a high-performance culture can lead to significant improvements in sales, product quality, customer satisfaction, employee retention, and engagement [15][16]