This was part of an article on CallCentreHelper.com
One of the hidden risks in managing high performers is the equity imbalance that develops when they are continually asked to support inexperienced colleagues. While peer coaching can be energising, it often tips into hidden overwork, leaving the high performer feeling that their own development is being sidelined.
Equity Theory highlights that people judge fairness not only by rewards, but by the balance between their effort and others’ contributions [1]. When high performers feel their extra investment goes unnoticed or unrewarded, frustration and disengagement often follow [2].
As a coach or leader, it is crucial to make these dynamics explicit. Start by acknowledging the value your high performer adds through supporting others and recognise it as a skill rather than a convenient habit. Then agree clear boundaries: How much time do they want to dedicate to mentoring or covering gaps? What proportion of their energy should be reserved for their own growth and goals?
You can also reframe their support role as part of their personal development, rather than simply a drain. For example, position peer coaching as an opportunity to build influence, develop delegation skills, or prepare for future leadership roles.
Finally, ensure you are investing in their stretch: carve out dedicated time to explore their ambitions, provide advanced learning opportunities, and celebrate their unique contributions beyond team support.
Balancing equity does not mean removing all collaborative demands. It means ensuring your highest performers feel seen, rewarded, and still growing.
References
[1] Adams, J. S. (1965). Inequity in social exchange. Advances in Experimental Social Psychology, 2, 267–299.
[2]] Walster, E., Berscheid, E., & Walster, G. W. (1973). New directions in equity research. Journal of Personality and Social Psychology, 25(2), 151–176.
