When High-Performers Burn Out: The Hidden Cost of Silent Struggle
Meet Sarah.
She’s smart, capable, and deeply respected by her team.
She never misses a deadline, always goes the extra mile, and makes juggling multiple projects look effortless. She’s the person everyone turns to when things get tough—the one who holds everything together.
But lately? … Sarah’s exhausted.
She’s still delivering, still showing up to every meeting, still fixing problems others overlook. But it’s taking a toll. She finds herself reworking reports at 10:30pm, long after her family has gone to bed. She’s waking up tired and wondering how much longer she can keep pushing like this.
But she doesn’t say anything.
Because Sarah doesn’t want to seem like she’s not coping. She’s always been the “safe pair of hands.” Reliable. Solid. Capable. She tells herself she should be able to handle it. That this is what being a high-performer looks like.
But here’s the uncomfortable truth:
High-performers like Sarah don’t burn out because they’re not strong enough.
They burn out because their strength gets taken for granted.
They burn out because somewhere along the line, they were taught to equate being competent with being endlessly capable. That asking for help was weakness. That saying no was letting people down.
And the cost? It’s personal—stress, disengagement, burnout—but it’s also organisational. Because when your best people are constantly running on empty, performance drops, culture suffers, and eventually, they leave.
What great organisations do differently
The best workplaces don’t just talk about wellbeing and resilience in a values statement—they operationalise it. Here’s how:
They notice the signs of over-functioning early—before it becomes a performance or health issue.
They recognise and reward impact—not just effort—and provide real support: executive coaching, mentoring, leadership development.
They set and model healthy boundaries—sustainable workloads, prioritisation, and no expectation of 18/7 availability, especially from senior leaders.
They foster psychological safety—so that high-performers can speak up when they’re struggling, without fear of judgement.
Because no one thrives in a culture of silent struggle.
From burnout to belonging
When high-performers are supported—given space to grow, clear expectations, and permission to be honest—they don’t just survive.
They flourish.
They stay.
They lead.
They lift others.
And they become powerful culture-carriers for the business.
A moment of reflection
If you’re a senior leader or business owner, ask yourself:
Who in your team might be quietly nearing the edge?
What conversations aren't being had?
What support could make the biggest difference—before it’s too late?
And if you are a Sarah—reading this with a lump in your throat—please hear this:
You’re not supposed to carry it all alone.
There is another way to lead—where strength includes vulnerability, and asking for support is respected. Where you don’t have to choose between high performance and self-preservation.
You don’t have to do it the hard way.