Question: There is a delicate balance between driving performance, but not pushing so much that workers become burnt out. On the one hand, high performing employees

There is a delicate balance between driving performance, but not pushing so much that workers become burnt out. On the one hand, high performing employees want to learn and develop. An organization usually chooses these high performers to be the successors of higher level leaders.

What do we do to develop people and drive performance?

What do we also do to prevent these employees from burning out?

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