What is Tall Poppy Syndrome (TPS)?
While success in the workplace is often expected to be celebrated, in some cases it leads to exclusion, belittlement, punishment, and psychological exhaustion. In the literature, this condition is defined as “Tall Poppy Syndrome” (TPS). The syndrome is especially evident among successful women, who are symbolically “cut down” as soon as they become visible or stand out. TPS is a silent yet widespread form of discrimination with destructive consequences at both individual and organizational levels.
The Cost of Visibility: The Psychological and Organizational Dynamics of TPS
The concept of TPS finds its roots in a historical narrative from Ancient Rome. The metaphor is based on King Tarquin, who eliminated powerful individuals he perceived as threats. Today, this story is often used to understand systematic exclusion, especially of successful women. In his experimental studies, Feather (1989) found that society tends to feel more satisfaction when a high-achiever fails compared to an average performer. These emotional responses are related to psychological factors such as envy, low self-esteem, and social comparison.
TPS is not limited to the individual level but can manifest culturally within organizational structures. A study conducted by the University of Canterbury showed that in organizations where TPS is prevalent, there is noticeable avoidance in decision-making, hesitation, and a decline in service quality. Employees in such environments tend to refrain from expressing themselves, avoid taking risks, and suppress their innovative ideas. These negative attitudes towards success directly impact overall performance (University of Canterbury, 2023).
The effects of TPS are particularly striking when it comes to women in the workplace. In The Tallest Poppy 2023, a global study involving 4,710 women across 103 countries, 86.8% reported being excluded, punished, or belittled at some point in their careers due to their success (Billan, 2023). This has significant negative implications not only for their psychological well-being but also for organizational commitment, motivation, and productivity. According to the same study, 85.6% experienced increased stress due to TPS, 73.8% reported a decline in mental health, and 66.2% stated that their self-confidence decreased.
TPS is not limited to the workplace. 49.7% of participants reported facing hostility or exclusion in their personal lives—such as from family, friends, or other social circles—due to their achievements. Even friends, relatives, spouses, or other parents in school settings may react with jealousy or criticism, indicating that TPS is not merely an individual bias but a culturally ingrained phenomenon.
The organizational consequences of TPS are equally alarming. This perspective, which views success as a threat, causes talented individuals to withdraw, downplay their achievements, or resign altogether. In the same study, 50% of women reported leaving their jobs due to TPS, and 50.4% refrained from applying for promotions. Additionally, 75% of participants said that TPS negatively affected their workplace productivity (Billan, 2023). In workplaces where TPS is common, high employee turnover, low morale, a culture of silence, toxicity, and distrust become dominant. In the long run, such institutions fall into a spiral of mediocrity.
General Evaluation and Conclusion
TPS is a multi-layered suppression mechanism that hinders personal development, reduces organizational efficiency, and reinforces gender inequality. Especially in the case of successful women, their accomplishments are often labeled as “too ambitious,” “too visible,” or “nonconforming,” leading to systematic exclusion and undervaluing. This dynamic threatens not only personal growth but also institutional progress. TPS does not remain limited to a few individuals; over time, it infiltrates the entire organizational culture, pulling everyone toward mediocrity. It is not merely a personal bias but a structural issue requiring cultural transformation.
Recommendations
- Increase Internal Awareness: Training sessions should be organized for all employees to raise awareness about TPS, its definitions, effects, and consequences. The syndrome must be made visible.
- Celebrate Achievements Without Polarization: Institutions should regard individual accomplishments as part of collective success and normalize celebrating them. In particular, women’s achievements should be acknowledged, rewarded, and presented as institutional role models.
- Expand Mentorship and Sponsorship Programs: Especially for young women, programs should be established that not only provide guidance but also advocacy and structural support for career development.
- Supportive and Exemplary Leadership: Leaders should adopt a language that views success as a collective gain rather than a threat. They must model open, encouraging, and appreciative communication while adopting a zero-tolerance policy for behaviors that contribute to TPS.
- Break the Culture of Silence: Institutions should ensure the proper functioning of complaint mechanisms and actively encourage employees to speak out against exclusionary behaviors toward success.
Suppressing those who shine limits the entire organization’s capacity for growth. Supporting success does not elevate only the individual, but the whole. Tarquin’s strategic error from 2,500 years ago need not be repeated today.
References
- Billan, R. (2023). The Tallest Poppy: How the workforce is cutting ambitious women down. Women of Influence+. https://www.womenofinfluence.ca/wp-content/uploads/2023/02/tp-whitepaper.pdf
- Feather, N. T. (1989). Attitudes towards the high achiever: The fall of the tall poppy. DOI: 10.1080/00049538908260083
- University of Canterbury Research Repository. (2023). Tall Poppy Syndrome and Its Effect on Work Performance.
- Mamas, M. A. (2024). Cutting tall poppies down to size: Lessons from the tyrants of ancient Rome. European Heart Journal, 45(7), 498. https://academic.oup.com/eurheartj/article/45/7/498/7332051