High performers are often the ones that leaders least expect to lose because they are the ones that they depend on most. They consistently deliver. They rarely complain. But they also tend to leave quietly when they feel overlooked, under-challenged, or taken for granted. So why are leaders missing the warning signs?

“I Don’t Understand! What Happened?”

Leaders often make the mistake of giving more work to high performers without giving more opportunity. Being the go-to person for tough projects can feel like a compliment, until it becomes a trap. Eventually, what once felt like a privilege begins to feel like exploitation. The key is to pair expectations with elevation.

Giving More Work Without Giving More Opportunity

Liz Wiseman, CEO of The Wiseman Group and author of Multipliers, argues that many leaders unintentionally diminish their best people by over-relying on them. She pointed out that high performers often become the go-to problem-solvers but are rarely stretched in new ways. Without meaningful growth, even the most capable team members start to look elsewhere. Her insight reinforces the importance of pairing challenge with growth.

Offering Challenge Without Offering Growth

The cost of losing a high performer goes beyond replacing them, because it impacts momentum, morale, and memory. These are the people others look to for standards. When they leave, it sends a message. Either the company does not value excellence, or they do not recognize strain until it is too late. Both are dangerous messages to send.

When High Performers Leave, It Sends A Message

Leaders often think retention is about engagement, but for high performers, it is more often about alignment. Is this still the right place for me to grow? Do I still feel proud of what I do? Do I trust my leader to advocate for my future?

It’s Not About Engagement, It’s About Alignment

By the time a high performer is explaining their reasons for leaving, it is no longer to give feedback. By then, it is about closure. Leaders who rely on exit interviews to gather insights are missing the point. What matters more are the conversations that happen before someone starts looking. Rather than think of retention as a post-mortem, it’s important to think of it as a constant practice.

Why Exit Interviews Come Too Late For High Performers

Leaders should make career development conversations routine, not reactive. Instead of assuming satisfaction, they should ask questions like: What part of your work feels most energizing right now? What do you wish you could spend more time doing? What do you want to learn next? These questions open doors before people close them.

Leaders Should Open Doors Before People Close Them

The best time to check in with your top talent is before they go quiet. High performers are not immune to doubt. They just hide it better. In a time when competition for talent is intense and top contributors have more options than ever, the leaders who win are those who notice early, ask often, and lead with intention. Losing a high performer is not always preventable, but you shouldn’t have it take you by surprise.

High Performers Will Not Wait To Be Noticed

“I'm starting to feel just a little abused, Like a coffee machine in an office.”

strategy

Strategy

teamwork

Teamwork

business

Business

humanresources

Human Resources

leadershipandmanagement

Leadership & Management

Why High Performers Leave And What Leaders Miss Until It’s Too Late

If you are not at the table then you’re probably on the menu.

If one wishes to influence a decision then one must be present at the negotiation table. One’s rights and interests will always be consumed by the other participants at the table.

career

Career

At The Table or On The Menu?

Man is a gregarious animal, and much more so in his mind than in his body. He may like to go alone for a walk, but he hates to stand alone in his opinions.

Understand yourself and those around you.

psychology

Psychology

philosophy

Philosophy

history

History

loveandrelationships

Love & Relationships

politics

Politics

Philosopher George Santayana on Why We Follow The Crowd

Gentlemen: You have undertaken to cheat me. I won’t sue, for the law is too slow. I’ll ruin you.

“Cornelius Vanderbilt didn’t build companies. He dismantled competitors.”

Cornelius Vanderbilt was a force in 19th century America, playing a pivotal role in transitioning the U.S. economy from rural mercantilism to industrial corporate capitalism. Vanderbilt didn't just compete—he dominated; and didn’t just dominate one industry—he conquered three: ferries, steamships, and railroads. He understood that power lay in controlling infrastructure and not just operating within it. His cutthroat tactics were both feared and admired but his vision for what the economy could be was undeniable.   This is the story of how Vanderbilt turned calculated aggression into an art form, how he endured more pain than his competitors, and how he built systems that outlived him.   Learn the mindset, strategies, and brutal lessons behind his dominance; the game of business hasn’t changed as much as you think.   (02:20) Prologue (05:12) PART 1 - The Dutch Inheritance (08:21) The Young Boatman (12:30) Capitalizing on War (15:27) General Merchant of the Sea (19:29) PART 2 - The Meeting That Changed Everything (21:48) The Steamboat Wars (24:12) The Anti-Monopoly Crusader (27:06) The Rise of the Commodore (32:08) The Monopolist's Nemesis (34:58) PART 3 - Sole Control (37:28) Prometheus (40:18) Star of the West (44:06) Europe and Betrayal (48:15) The Independent Line (50:13) PART 4 - The Commodore’s Return (51:55) Gray Eyed Man of Destiny (53:36) The Conspiracy (54:41) Finishing Walker (55:54) Conquering the Seas (58:13) America's Wealthiest Citizen (60:47) PART 5 - Vanderbilt's Railroad Dominance (01:01:59) The Path to Confrontation (01:03:37) The Breaking Point (01:04:43) The Power to Punish (01:06:32) The Collapse (01:07:50) The Silent Conquest (01:08:57) The Consolidation (01:10:54) The Legacy (01:12:15) FINAL PART - Vanderbilt: The Architect of Modern American Business (01:14:19) Reflections  This episode is for informational purposes only and most of the research came from reading The First Tycoon by T.J. Stiles and Tycoon’s War by Stephen Dando-Collins.  Check out highlights from these books in our repository, and find key lessons from Cornelius Vanderbilt here — fs.blog/knowledge-project-podcast/outliers-cornelius-vanderbilt  Upgrade — If you want to hear my thoughts and reflections at the end of all episodes, join our membership: ⁠⁠⁠⁠⁠⁠⁠fs.blog/membership⁠⁠ and get your own private feed.  Newsletter — The Brain Food newsletter delivers actionable insights and thoughtful ideas every Sunday. It takes 5 minutes to read, and it’s completely free. Learn more and sign up at fs.blog/newsletter Learn more about your ad choices. Visit megaphone.fm/adchoices

corporateculture

Corporate Culture

entrepreneurship

Entrepreneurship

podcasts

Podcasts

Master the best of what other people have already figured out so you can use their lessons in your life to create an unstoppable advantage.   Shane Parrish is an entrepreneur and sought-after speaker. His newsletter (https://fs.blog/podcast) offers timeless insights you can use to change your life.    In The Knowledge Project, Shane interviews people at the top of their game. Every episode is packed with hard-earned lessons that you can use in your life. Tune in to create an unstoppable advantage.   Sit down and learn from the best. Previous guests include Reid Hoffman, Esther Perel, Daniel Kahneman, Tobi Lutke, Marshall Goldsmith, Kunal Shah, Ander Huberman, David Sinclair, Ret. General Stanley McChrystal, Marc Andreessen, Patrick Collison, Robert Cialdini, Walter Isaacson, Chris Bosh, Kat Cole, Adam Grant, Angela Duckworth, Seth Godin, Matt Mullenweg, Lisa Feldman Barrett, Maria Konnikova, Bill Ackman, Annie Duke, Derek Sivers, Jim Collins, Naval Ravikant, and many others. They reveal hard-earned lessons on leadership, decision-making, hiring and firing, productivity, habits, and more.   New episodes are released every second Tuesday.   Learn more at https://fs.blog/podcast

The Knowledge Project with Shane Parrish

#222 Outliers: Cornelius Vanderbilt — The First Tycoon

Have you ever found yourself talking aloud to figure out a problem, or do you prefer long, silent reflection before concluding? These habits might seem insignificant, but they indicate whether a person is an external or internal processor. Our processing style is like a cognitive fingerprint—a unique part of our mind's machinery that reveals a lot about our personality, coping strategies, and how we interact with others.

Our Processing Style: A Technology Of Thinking

Understanding processing styles can transform relationships, self-awareness, and conflict resolution. Recognizing whether we are internal or external processors isn't just about curiosity; it's about learning how to work with our strengths and understanding how our style impacts others.

The Importance Of Understanding Processing Styles

At the core, processing style refers to the way your brain organizes, evaluates, and thinks through information. <ul><li>Internal processors engage in quiet, reflective thought. They prefer to "sort things out" internally before sharing their ideas or feelings with others. They're like a slow cooker, letting everything simmer before serving a final dish.</li><li>External processors, on the other hand, think out loud. They tend to articulate their thoughts as they arise, using speech to clarify and organize their ideas. They're like chefs testing flavors aloud in the kitchen as they cook.</li></ul>

Internal Processors And External Processors

Neither style is inherently better; each offers valuable strengths and poses some interpersonal challenges. Understanding the nuances of these styles can help us get a clearer picture of personality traits, coping mechanisms, and how people engage with the world.

Internal Processors And External Processors: Who Are Better?

Internal processors are often linked to introspection, self-reliance, and conscientiousness. Recent studies in personality psychology indicate that internal processors score higher in traits like openness to experience and introversion on the Big-Five Personality traits. They might prefer solitude to recharge and value deep, meaningful relationships over surface-level interactions.

The Internal Processors - Part 1

An internal processor's coping mechanisms usually revolve around self-reflection. They are more likely to journal, meditate, or mentally rehearse before making decisions or dealing with stress. However, this inward focus sometimes leads to overthinking, rumination, or difficulty expressing emotions to others.An internal processor will spend days thinking about how to address conflicts, but feel blindsided when the other person brings up issues spontaneously.

The Internal Processors - Part 2

External processors, by contrast, correlate strongly with extraversion and agreeableness. New research on verbal behavior and problem-solving suggests that external processors use conversation and dialogue as extensions of their thinking process. These individuals thrive on bouncing ideas off others, making them collaborative team players and great problem solvers in social settings.

The External Processors - Part 1

The coping mechanisms of external processors often involve external outlets like discussing emotions, seeking advice, or having brainstorming sessions. This means they may come across as more transparent in their emotional needs, but their rapid-fire thinking can sometimes overwhelm quieter or more reserved individuals.An external processor will talk through every facet of an issue as it arises, often overwhelming others by the sheer volume and pace of their verbal processing.

The External Processors - Part 2

Our processing style also significantly influences your interaction style with others. External processors are generally seen as more transparent, but can unintentionally dominate conversations or interrupt others without meaning to. On the other hand, internal processors are often viewed as thoughtful listeners, though they can be misunderstood as aloof or disengaged.

The Different Processors And Others

When internal and external processors clash, conflicts can arise simply because one person's pace or processing method feels foreign to the other. This often happens in marriages, sibling relationships, or even at work. But rather than considering these styles as incompatible, think of them as complementary.

The Different Processors in Relationships: A Bad Contrast?

For example, an external processor might help draw out thoughts and feelings from an internal processor by asking well-timed, open-ended questions. On the flip side, internal processors can teach external processors the art of slowing down for deeper reflection. The key is respect and recognizing that everyone navigates their mental landscape differently.

The Different Processors in Relationships: A Good Complement.

Ask for time and space:If you're an internal processor, explain to your external processing partner that you need a moment to think before responding. Share when you're ready to engage.

Practical Tips for Navigating Processing Differences

Practice active listening:During emotionally charged situations, external processors can focus on listening rather than jumping into their stream of thought.

Create systems for collaboration:For example, set up designated times for sharing thoughts or using tools like email or lists. These can act as bridges between the two styles.

Be mindful of stress responses:When stressed, external processors may vent aloud, while internal processors become quieter. Recognizing these patterns can reduce miscommunication.

Our processing style is like a window into how our mind works. Whether we think best quietly with ourself or out loud with others, our style is both a strength and an opportunity for growth. Paying attention to these differences can deepen our relationships and give us greater compassion for others' needs.Ultimately, the nature of thought is not solely about cognition; it's also about connection. How we think affects how we relate to ourself, others, and the world around us.

Navigating Landscapes And Bridging Differences

What our processing style reveals about us.

Understanding whether you're an internal or external processor enhances self-awareness and relationships. Each style has strengths and challenges that complement each other.

communication

Communication

Are You an External or Internal Processor?

Without commitment you will never start, but, more importantly, without consistency you will never finish.

“Ease is a greater threat to progress than hardship. So keep moving, keep growing, keep learning.”

Best Motivational Speech 2016 - Tony Robbins - MOTIVATIONAL VIDEO

EPIC Motivational Speech by Denzel Washington - Claim Your Dream!!

videos

Videos

Amazing Motivational Speech by Denzel Washington - Claim Your Dream 2017 | Motivational video 2017

Denzel Washington: Commitment & Consistency 

It is a great error to take oneself for more than one is, or for less than one is worth.

One need only grow old to become gentler in one’s judgements. I see no fault committed which I could not have committed myself.

Ingratitude is always a kind of weakness. I have never known men of ability to be ungrateful.

By nothing do men show their character more than by the things they laugh at.

It is failings that show human nature, and merits that distinguish the individual; faults and misfortunes we all have in common; virtues belong to each one separately.

Every man hears only what he understands.

Throughout his long, hectic and astonishingly varied life, Johann Wolfgang von Goethe (1749–1832) would jot down his passing thoughts on theatre programmes, visiting cards, draft manuscripts and even bills ... Goethe was probably the last true ‘Renaissance Man’. Although employed as a Privy Councillor at the Duke of Weimar’s court, where he helped oversee major mining, road-building and irrigation projects, he also painted, directed plays, carried out research in anatomy, botany and optics – and still found time to produce masterpieces in every literary genre. His fourteen hundred Maxims and Reflections reveal some of his deepest thought on art, ethics, literature and natural science, but also his immediate reactions to books, chance encounters or his administrative work. Although variable in quality, the vast majority have a freshness and immediacy which vividly conjure up Goethe the man. They make an ideal introduction to one of the greatest of European writers.

books

Books

Johann Wolfgang von Goethe

Maxims and Reflections

Something about our 30s and 40s feels like standing at a professional crossroads. We’ve gained experience, maybe moved up a level or two, and the pressure to “figure it out” once and for all is real. But behind the LinkedIn milestones and polished bios, many professionals in this phase quietly navigate career pivots, burnout and a desire for meaning, not just momentum.

Crossroads And Momentum

For many, this stage brings an uncomfortable realization: the ladder we’ve been climbing might be leaning against the wrong wall. What once motivated us—titles, promotions, packed calendars—might no longer feel satisfying. We start questioning what we’re doing and why we’re doing it. And while the outside world may see a seasoned professional, inside, we might be reevaluating everything from our definition of success to our sense of purpose.

Is The Ladder Leaning On The Right Wall?

Titles are rented, not owned. Your job title can open doors, but it doesn’t define you. Roles change, companies restructure and industries shift. Build an identity that isn’t dependent on your business card.

Lesson #1

Working harder doesn’t guarantee you’ll be noticed. Effort matters, but visibility matters more. Too often, we assume that good work speaks for itself. But in most organizations, people are too busy to notice what they’re not explicitly shown. That’s why strategic self-advocacy is critical. This doesn’t mean turning every update into a highlight reel; it means communicating your impact in ways that connect to broader goals.

Lesson #2

Loyalty has an expiration date. Loyalty to a company is admirable until it costs you your growth. If your organization isn’t investing in you, it’s okay to outgrow them. Staying too long for comfort can quietly stall your career. Recognizing when it’s time to move on is professional self-respect.

Lesson #3

Soft skills become your power tools. Technical skills get you in the door in your 20s. By your 30s and 40s, emotional intelligence, communication, adaptability and self-awareness keep you in the room and move you into better ones.

Lesson #4

Your network is your net worth. The people who help you make big career moves down the road, like making an introduction or offering you an opportunity, often aren’t the ones you work with closely every day.Instead, they might be people you met at a conference, former colleagues, mentors or professional contacts you’ve stayed loosely connected with. While your daily coworkers may see your hard work, they’re often not in a position to elevate your career outside your current role or organization.

Lesson #5

Burnout isn’t a badge of honor. If your health, family or peace of mind is constantly sacrificed in the name of success, that’s not ambition. It’s avoidance. Sustainable success includes rest, boundaries and saying no when it counts.

Lesson #6

You don’t need to have it all figured out.Many professionals reinvent themselves multiple times. Your dream job at 25 may not align with your values at 35. Give yourself permission to evolve.

Lesson #7

Promotions don’t always mean progress. More responsibility and a new title might feel like a success, but ask yourself: “Does it align with what I want for my life?” Sometimes, lateral moves or strategic pauses are more valuable than constant upward motion.

Lesson #8

Feedback is a gift, but not all of it is for you. Some criticism reflects your growth areas, and some reflect someone else’s insecurity. The trick is learning which is which. Filter wisely, and don’t let unqualified opinions steer your path.

Lesson #9

It’s easy to chase prestige, money or approval. But real career fulfillment comes from purpose and doing work that energizes you. It doesn’t happen by accident; it happens by design. It requires the courage to prioritize meaning over momentum.

Lesson #10

Our career in our 30s and 40s isn’t about “arriving” but adjusting. Being honest with ourselves about what we want, what we’ve outgrown and what matters now is the first step to building a career that feels just as good on the inside as it looks on paper.We don’t need a five-year plan. We need clarity, courage and the belief that it’s okay to rewrite the script, especially when it no longer fits who we are becoming.

If I (Don’t) Fits, I (Don’t) Sits

If we (are lucky to) grow, then we will (be lucky to) outgrow.

motivationandinspiration

Motivation & Inspiration

10 Pieces Of Honest Career Advice No One Tells Us In Our 30s and 40s

The change causes the people around you to feel uncomfortable.This is the danger.The social incentives align for you to not change in public, even if you grow out of your beliefs in private. Stupid people see someone changing their mind as an indication of unsophistication, because they don’t understand that updating your worldview when you grow is a sign of intelligence, not fickleness.

“If you commit yourself to some worldview or life philosophy, what happens if you stop agreeing with it? You might want to change, but everybody around you has grown accustomed to the precious version of you.”

Enjoy the videos and music you love, upload original content, and share it all with friends, family, and the world on YouTube.

personaldevelopment

Personal Development

Chris Williamson: Be Careful Who You Pretend To Be

The cost of a thing is the amount of what I will call “life” which is required to be exchanged for it, immediately or in the long run.

We acquire something by time, not money. We acquire something by the time, out of our life, that it took us to make the money that this something costs.

productivity

Productivity

Discover the world of business and economics.

Why High Performers Leave And What Leaders Miss Until It’s Too Late

At The Table or On The Menu?

Philosopher George Santayana on Why We Follow The Crowd

#222 Outliers: Cornelius Vanderbilt — The First Tycoon

Are You an External or Internal Processor?

Xarikleia