Many corporate practices designed to boost average employee performance can hinder top performers. In large companies, activities like answering support tickets and engaging with customers are meant to elevate the baseline output of the median employee. However, for those in the top 10% of performance, these tasks often result in diminishing returns. Instead of focusing on the quantity of interactions, high achievers should concentrate on the quality of their contributions. Top performers need to shift their mindset from simple ROI questions, like whether a task is a good use of time, to asking if a task is the best use of their time. This means prioritizing activities that address real customer needs, bring unique insights, make calculated risks, and foster creative problem-solving. It’s about influencing with ideas rather than just authority, and protecting their teams from unnecessary distractions. Many talented individuals get caught in the trap of believing that high activity levels equate to success. They might spend their careers responding to tickets and emails, thinking that this engagement will enhance their understanding of customer pain points. However, this approach often leads to stagnation, with products failing to make a significant impact in the market. The disconnect lies in corporate culture, where even well-meaning leaders might not recognize the need for top performers to engage differently to drive true innovation.