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In every organization, a few individuals stand out. They bring unmatched energy, think ahead of the curve, and inspire their peers. These high performers are often the ones who make things happen, solve problems without being asked, and raise the overall standard of excellence. Yet, despite their contributions, they are often the first to leave.
It seems counterintuitive. Why would someone who’s doing well walk away?
Surprisingly, the answer is rarely about compensation or titles. It’s about how they’re led. Time and again, research and real-world experience confirm: people leave managers, not jobs. And in most cases, they don’t leave in a loud, dramatic fashion. They leave quietly, emotionally drained, opportunities unfulfilled, and trust broken.
If organizations want to retain their top talent, they must take a hard look at the behaviours of those leading them. This blog explores eight damaging leadership habits that push high performers out the door, even when they love the work they do.
“The growth and development of people is the highest calling of leadership.” – Harvey S. Firestone
1. The Commander Who Doesn’t Listen
Some leaders see themselves as the sole authority in the room. They issue instructions without discussion, expect immediate compliance, and often view suggestions as challenges to their authority. They operate under the belief that hierarchy justifies silence.
But high performers are thinkers. They want to understand the “why” behind the task. They want to contribute insights and improve processes. When their voice is constantly ignored or shut down, they eventually stop speaking—and then, they stop staying.
Why It Pushes People Away
- It kills innovation and stifles ownership.
- Employees feel like tools, not partners.
- They start to question their value within the organization.
What to Do Instead
- Invite input on decisions, especially from those closest to the work.
- Practice active listening. Make it safe to challenge ideas.
- Show appreciation for diverse perspectives.
2. The Spotlight Seeker
Some leaders love the applause but forget who helped build the stage. They present team victories as their own, often failing to mention the individuals who made it possible. In meetings, they cleverly shift credit. In public, they dominate the narrative.
This may work in the short term, but long-term damage is inevitable. High performers don’t seek constant praise, but they do expect fairness. When recognition becomes scarce or one-sided, they disengage.
Why It Pushes People Away
- It erodes trust and damages morale.
- Talented individuals begin to question their future.
- It discourages team-oriented behaviour.
What to Do Instead
- Publicly share the spotlight. Acknowledge individual contributions.
- Celebrate team wins by emphasizing collective effort.
- Make private appreciation a consistent habit.
3. The Vanishing Act
There are leaders who seem always “in meetings,” “busy,” or just generally unavailable. They avoid hard conversations and offer vague feedback when pressed. Their leadership is marked by distance.
High performers thrive on clarity and mentorship. They want to know how they’re doing and what they can do better. When leadership is elusive, they begin to feel unsupported and unimportant.
Why It Pushes People Away
- It creates uncertainty about priorities and expectations.
- Feedback loops break down, stalling growth.
- Employees feel isolated in their roles.
What to Do Instead
- Prioritize one-on-one time with team members.
- Offer regular, specific feedback—both affirming and constructive.
- Be present, not just in meetings but in mindset.
4. The Emotion-Driven Reactor
Some leaders let their feelings control their actions. When things go wrong, they might shout, act upset, or look frustrated. Their mood changes affect everyone in the room.
For hardworking team members, this kind of environment is tiring. They want to focus on finding solutions—not dealing with someone else’s anger. If they constantly have to guess how their manager will react, they eventually start looking for a more peaceful place to work.
Why It Pushes People Away
- It creates fear and anxiety.
- Mistakes are hidden instead of fixed.
- Emotional contagion reduces team morale.
What to Do Instead
- Develop emotional regulation techniques.
- Practice empathy during stressful times.
- Respond, don’t react—especially in high-stakes situations.
5. The One Who Keeps Everyone Guessing
Some leaders treat information like currency to be hoarded. They hold back context, resist transparency, and communicate only what they deem “necessary.” Their team constantly feels like they’re in the dark.
High performers want to understand the broader vision. They thrive when they can connect their work to something larger. When kept in the dark, they feel disempowered and disconnected.
Why It Pushes People Away
- People can’t perform at their best without clarity.
- It fosters a culture of mistrust.
- Strategic alignment becomes impossible.
What to Do Instead
- Share the “why,” not just the “what.”
- Communicate vision, priorities, and updates consistently.
- Build a culture of openness where knowledge flows freely.
6. The One Who Moves the Goalposts
Some leaders have an insatiable appetite for more. As soon as one milestone is hit, they raise the bar—without pausing to celebrate. While ambition is admirable, perpetual dissatisfaction wears people down.
High performers are already self-motivated. They don’t need constant pressure—they need acknowledgment. When success is never enough, burnout isn’t far behind.
Why It Pushes People Away
- It creates a culture of exhaustion.
- Motivation turns into resentment.
- People stop caring when they never feel accomplished.
What to Do Instead
- Celebrate wins, big and small.
- Create space for reflection and recognition.
- Balance challenge with appreciation.
7. The Player of Favourites
Favouritism in the workplace is more visible than some leaders realize. Whether it’s who gets the plum projects, who gets promoted, or who gets to speak in meetings, patterns emerge quickly.
High performers believe in merit. They expect opportunity to follow effort. When outcomes seem based on bias instead of performance, trust crumbles.
Why It Pushes People Away
- It breeds resentment and kills morale.
- It undermines the credibility of the leader.
- Top talent doesn’t stay where fairness is absent.
What to Do Instead
- Make performance criteria transparent.
- Rotate opportunities to build diverse strengths.
- Be intentional about checking personal bias.
8. The Protector of the Old Way
Some leaders fear change. They stick to outdated methods, dismiss new suggestions, and protect the status quo. They see innovation as disruption, not evolution.
High performers are natural problem-solvers. They often see new paths to better results. When their ideas are constantly shut down, they feel like they’re working in a cage.
Why It Pushes People Away
- It stifles creativity and growth.
- It sends the message: “Your voice doesn’t matter.”
- Talented individuals outgrow stagnant environments.
What to Do Instead
- Be curious, not defensive.
- Test new ideas before dismissing them.
- Celebrate experiments, not just successes.
Conclusion
Organizations invest heavily in recruiting top talent. But without thoughtful leadership, those investments quietly walk out the door.
Leadership isn’t about titles or tenure. It’s about relationships, empathy, and creating the conditions where people can thrive. When leaders listen, recognize, guide, support, and evolve—they don’t just retain great employees; they unlock their full potential.
If your best people are leaving, it may be time to look inward. Because in the end, people don’t quit companies. They quit the experience of being led poorly.
The Wealth Code: Volume 1 is a personal development and financial education book written by Vinod Singh. It is designed to empower readers by teaching them principles of wealth creation, financial freedom, and personal growth. The book offers practical strategies to achieve financial success, with a vision to uplift and transform the lives of millions by promoting financial literacy and entrepreneurial thinking. Singh’s approach is rooted in inspiring individuals to take control of their financial destinies while cultivating a mindset focused on long-term success and abundance.
