Why High Performers Leave And What Leaders Miss Until It’s Too Late

Liz Wiseman, CEO of The Wiseman Group and author of Multipliers, argues that many leaders unintentionally diminish their best people by over-relying on them. She pointed out that high performers often become the go-to problem-solvers but are rarely stretched in new ways. Without meaningful growth, even the most capable team members start to look elsewhere. Her insight reinforces the importance of pairing challenge with growth.

The cost of losing a high performer goes beyond replacing them, because it impacts momentum, morale, and memory. These are the people others look to for standards. When they leave, it sends a message. Either the company does not value excellence, or they do not recognize strain until it is too late. Both are dangerous messages to send.

Leaders often think retention is about engagement, but for high performers, it is more often about alignment.

Is this still the right place for me to grow? Do I still feel proud of what I do? Do I trust my leader to advocate for my future?

By the time a high performer is explaining their reasons for leaving, it is no longer to give feedback. By then, it is about closure. Leaders who rely on exit interviews to gather insights are missing the point. What matters more are the conversations that happen before someone starts looking. Rather than think of retention as a post-mortem, it’s important to think of it as a constant practice.

Leaders should make career development conversations routine, not reactive. Instead of assuming satisfaction, they should ask questions like:

What part of your work feels most energizing right now? What do you wish you could spend more time doing? What do you want to learn next?

These questions open doors before people close them.

The best time to check in with your top talent is before they go quiet. High performers are not immune to doubt. They just hide it better. In a time when competition for talent is intense and top contributors have more options than ever, the leaders who win are those who notice early, ask often, and lead with intention. Losing a high performer is not always preventable, but you shouldn’t have it take you by surprise.