Corporate Bullying: When Success Becomes The Target

In today’s workplace, companies fight hard to hire and keep top talent. But what happens when the same workplace ends up holding these high achievers back? This is where Tall Poppy Syndrome (TPS) comes in—a unique form of corporate bullying that targets people who stand out for their success.

The War On Top Talent

Ask any recruiter or business owner: there is a “war for talent,” a fierce competition to attract and retain top performers. But what happens when that talent is undercut by the very environment meant to foster success? This is where Tall Poppy Syndrome (TPS) comes into play, a form of corporate bullying that specifically targets individuals who stand out for their achievements.

In my experience, success does not come without some costs, and according to Women of Influence, I’m far from alone. Its 2023 study, updated from 2018, shows that TPS is rampant in workplaces across industries. Its far-reaching consequences show up for both the individuals affected and the organizations that allow it to go unchecked.

Understanding Tall Poppy Syndrome

The concept of Tall Poppy Syndrome centers around the idea of “cutting down” those who rise above the norm. It’s a form of bullying that may not look like the traditional forms of corporate abuse—shouting, micromanagement, or public humiliation—but it’s just as toxic. Instead, TPS manifests itself in more subtle, and often more pervasive, ways that make it difficult for high achievers to thrive.

Women of Influence surveyed over 4,000 women in their study, revealing how common this form of bullying occurs for women, specifically women of color. Here’s how it breaks down:

• 77 percent of respondents had their achievements downplayed.
• 72.4 percent were left out of meetings or discussions or were outright ignored.
• 70.7 percent were undermined because of their successes.
• 68.3 percent had their achievements dismissed.
• 66.1 percent said others took credit for their work.

These actions, all too familiar to many corporate professionals, are aimed at minimizing a person’s success, making them feel isolated or unworthy of their accomplishments. However, TPS doesn't stop at reducing someone—it erodes the foundation of trust, collaboration, and personal well-being, leaving individuals and organizations at a disadvantage. Top contributors begin to recoil, not offering their valuable insights and creative ideas for fear they will be penalized for being overly visible.

The Psychological Toll of Tall Poppy Syndrome

Being a target of TPS doesn’t just hurt someone’s career trajectory; it takes a serious toll on their mental health and confidence. According to the same study, 85.6 percent of women reported increased stress levels directly related to TPS. Additionally, 73.8 percent said the experience negatively impacted their mental health, and 66.2 percent cited a loss in self-confidence. When success is met with sabotage instead of celebration, the emotional fallout can be severe.

I’ve seen this firsthand. When success becomes a source of anxiety—rather than pride—it leads to self-doubt, stress, and burnout. And it’s not just about personal feelings. The real tragedy is that these talented individuals often find themselves sidelining their skills to avoid being penalized for their achievements. In fact, 60.5 percent of those surveyed believed they would be penalized for being perceived as ambitious at work.

The Ripple Effect on Organizations

When companies allow Tall Poppy Syndrome to thrive, they’re not just losing individual contributors—they’re losing productivity, innovation, and overall morale. A workplace culture that punishes success sends a clear message: It’s safer to blend in than to excel.

The impact of this culture is undeniable. Again, referencing the Women of Influence study:

• 75 percent of women said that experiencing TPS impacted their productivity.
• 77.5 percent reported that TPS created a culture of distrust.
• 67.8 percent of respondents looked for a new job, and 50% left their previous role because of TPS.

These numbers paint a stark picture of how damaging Tall Poppy Syndrome is for both the individual and the organization. High performers who feel unsupported will eventually seek out new opportunities. And when top talent has "one foot out the door," companies not only lose skilled employees, but they also see their overall productivity and reputation take a hit.

Breaking the Cycle: It’s About Retention, Not Competition

Rumeet Billan, CEO of Women of Influence, puts it best: “Organizations often talk about the ‘war for top talent,’ when instead, there should be a focus on retaining top talent.” Too many companies are caught up in attracting new employees while simultaneously undermining those who are already excelling within their ranks.

The cycle of Tall Poppy Syndrome must be broken if organizations hope to retain their high performers. This requires a culture shift—one that doesn’t just pay lip service to inclusivity but actively encourages and supports the success of all employees. Leaders need to identify TPS when it happens, call it out for the bullying that it is, and create systems where achievement is celebrated, not punished.

Creating Cultures of Trust and Support

Ending Tall Poppy Syndrome isn’t just about catching the bullies in the act—it’s about rethinking how we as inclusive leaders define success. It requires a reevaluation of the structures we build to support innovation, trust, and collaboration. The fear of being penalized for ambition is a reality in the workplace – but should not be. Leaders have a responsibility to clarify that success is something to be celebrated, not something that makes you a target.

A healthy workplace culture:

• Celebrates achievements: Acknowledge successes publicly and frequently, reinforcing that individual achievements contribute to the collective good.
• Encourages inclusion: Ensure that high performers aren’t isolated or left out of important conversations. Inclusion drives innovation.
• Builds trust: Cultures of trust are built by fostering transparency, recognizing effort, and ensuring that success isn’t penalized or perceived as threatening.

By addressing the nuances of corporate bullying like TPS, companies can build environments where ambition and success are not only allowed but actively encouraged. This shift will not only protect high performers but also improve organizational outcomes

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Photo by corina ardeleanu on Unsplash