Why You Shouldn’t Hire or Promote Superstars

Hiring or promoting “superstars” — high-achieving individuals with impressive track records — might seem like an obvious choice for organizations aiming to enhance performance. However, research and real-world examples indicate that this approach can lead to unintended negative consequences. Here’s why hiring superstars may not always be the most effective strategy:

1. Superstars Often Struggle to Adapt to New Environments

• Research by Boris Groysberg at Harvard Business School in “Chasing Stars: The Myth of Talent and the Portability of Performance” found that top performers who switch companies often see a significant drop in their performance.
• Groysberg’s study of 1,000 top investment analysts revealed that many could not replicate their previous success after transitioning to a new firm. Why is this? Their earlier achievements often stemmed from team dynamics, company culture, and resources, rather than individual brilliance.
• This implies that superstar performance is not always transferable — an overachiever at one company may not necessarily succeed in another.

2. High Performers Can Disrupt Team Dynamics

• A study published in the Journal of Applied Psychology found that introducing a superstar to a team can lower overall team morale and…