Why High Performers Attract Extreme Feedback: The Balance Between Success and Scrutiny
The notion that high performers tend to attract extreme feedback—both overly positive and negative—is rooted in several psychological and organizational dynamics. While there isn’t a single, definitive study that encapsulates this phenomenon entirely, there are key areas in research that provide context and help explain why high performers may experience polarized feedback.
1. Social Comparison Theory:
People often evaluate themselves in relation to others. High performers, by excelling and standing out, become benchmarks for comparison, which can result in both admiration and resentment. This dual reaction is tied to the discomfort that people sometimes feel when confronted with their own limitations or failures in comparison to someone more successful.
2. Confirmation Bias:
High performers often face heightened scrutiny, and critics may focus on any perceived flaws or failures, while supporters may highlight their achievements. Confirmation bias—the tendency to favor information that supports pre-existing beliefs—means people may be more likely to amplify the negative aspects of high performers (such as being “too decisive” or “too driven”) while overlooking or downplaying their successes.
3. Leadership and Influence:
High performers are often seen as leaders or people with significant influence within an organization or team. Leadership itself can attract polarized feedback. Research has shown that individuals in leadership positions often face more scrutiny and expectations, leading to extreme evaluations. Those who lead decisively and assertively may sometimes be labeled as “difficult” because their behaviors challenge others’ status quo or comfort zones.
4. Personality and Work Styles:
High performers are often individuals with strong personalities, clear goals, and a high level of commitment. While these traits can drive success, they can also be perceived negatively by colleagues who might feel threatened or left behind. For example, being “too decisive” or “too driven” may result in perceptions of being abrasive or unsympathetic, even if the high performer has the best intentions for the team’s success.
Balanced Perspective:
While the idea of high performers attracting extreme feedback is valid in many cases, it’s important to consider the broader context:
High performers may be unintentionally isolating themselves if they are seen as “too difficult” to work with. Effective communication, empathy, and collaboration are often key to balancing performance with positive interpersonal relationships.
Feedback—both positive and negative—is a natural part of high performance. The focus should be on seeking constructive feedback that leads to growth and using negative comments as opportunities for improvement rather than as personal attacks.
Mediocre performers, while possibly avoiding extreme feedback, may not be pushing the boundaries or innovating, potentially limiting their personal and organizational growth. In some cases, their lack of attention from others may simply reflect a lack of engagement or visibility.
Ultimately, a balance of recognition for high performance with an understanding of the challenges of leadership and decisiveness can lead to a healthier, more productive work environment. Encouraging open dialogue and fostering a culture of support can mitigate extreme feedback, allowing high performers to thrive without alienating others.