Group 1 - The article discusses the critical role of star employees in organizations, highlighting that they can lead teams to success but their departure can lead to significant declines in performance [1][3][7] - It emphasizes the "talent curse," where high expectations placed on star employees can hinder their personal growth and lead to burnout, as illustrated by the case of Ma Yiming, who ultimately resigned despite his success [4][5][6] - The article suggests that organizations need to reassess their management practices regarding star employees to avoid turning high expectations into a curse [7] Group 2 - The article explores the anxiety and performance issues that arise from perceived loss of status among star employees, using the example of Xiao He, who felt demotivated after not being selected for a training opportunity [8][9] - It highlights the negative impact of status loss on performance, noting that star employees may experience significant declines in their work output and morale [9][10] - The article provides strategies for mitigating the effects of status loss, such as self-affirmation tasks and focusing on non-work-related activities to regain confidence [9][10] Group 3 - The article addresses the tensions between older and newer star employees, exemplified by Zhang Lan and Li Jian, where competition can lead to resentment and negative outcomes for both parties [11][12][14] - It discusses the importance of fostering collaboration between new and old star employees to enhance overall organizational performance and reduce conflict [15][16] - The article warns that improper management of these dynamics can lead to high turnover rates and decreased team effectiveness [14][21] Group 4 - The article highlights the detrimental effects of jealousy and the "tall poppy syndrome," where star employees may face social ostracism due to their success [17][21] - It suggests that organizations should promote a culture of healthy competition and collaboration to mitigate feelings of jealousy among employees [23][24] - The article emphasizes the need for star employees to demonstrate humility and engage with their peers to foster a supportive work environment [22] Group 5 - The article concludes that organizations must actively support star employees to prevent burnout and turnover, emphasizing the importance of self-awareness and proper management practices [28][31] - It recommends that management provide psychological support and create opportunities for star employees to share their experiences and knowledge with others [31][32] - The article stresses that a balanced approach to managing star employees can lead to individual and organizational growth, ensuring a stable talent foundation for long-term success [32]