CHAPTER 16
How Are You Protecting Your High Performers?
by Matt Plummer
A little over a year ago, a high-performing specialist at one of the largest technologies companies—we’ll call him Santiago—was given an opportunity no high performer could turn down: an opportunity to play a manager role on a project he really cared about. The director told him, “You care about this; you lead it.” So he did, and all seemed to be going well—even though he was planning a significant companywide event at the same time, a role he had volunteered for.
“We had a really important conference call I had spent a lot of time preparing for. The call went well, but when I finished the call, I realized I was feeling really sick,” Santiago recounts. “It got worse after ...
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