If The Shoe Fits: High Performer/Expectations Syndrome
by Miki Saxon
A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here.
A few years ago I wrote that good bosses need to be part shrink in order to deal with imposter syndrome and real programmer syndrome (for lack of a better term).
Now, there’s a third mental quirk to add to that list; call it high performer expectations syndrome.
Founders have notoriously high expectations of themselves and everyone they hire.
Those expectations are great motivators as long as things are going well.
However, those same high expectations, both external and internal, can have a negative effect on the best people — including the founder.
What we found essentially is this: When the going gets tough, favorites are more likely to quit. […] When people walk in with high expectations and they begin to falter and experience setbacks, they have two options. They could persist and try to grind it out, or they could take the easier route that might preserve their self-esteem, be less embarrassing, and exit.
Founders and other high-performance team members aren’t likely to quit, although massively hyped stars are another matter.
Most high performance people know they are fallible, so the hit to their self-esteem is more internal and they are less likely to personalize public embarrassment — both attitudes that usually respond positively to “we’re all in this together” team support and coaching.
Stars, however, typically have a strong belief in their infallibility and a high sensitivity to public embarrassment — not a combination that lends itself to team support or coaching.
Good bosses take care of their people and themselves.
They also meld high expectations with a strong culture; one that makes glitches and even failing a learning experience that leads to both company and personal growth.
Image credit: HikingArtist
