Move over imposter syndrome. There’s another pervasive issue negatively impacting women in the workplace. It’s called Tall Poppy Syndrome and if you’re a high achiever, you’ve likely experienced it at some point during your career.
What is Tall Poppy Syndrome?
A metaphor for cutting down the flowers that rose above the rest, the term Tall Poppy Syndrome was coined in Australia in the 1980s and referred to the “practice of denigrating prominent or successful people” (School of Literature, Languages, and Linguistics at Australian National University).
In the workplace, this looks like people criticizing or resenting the success or accomplishments of others, and as a study reveals, it’s an especially prevalent problem for women.
Prevalence of Tall Poppy Syndrome
87% of respondents reported that they have “experienced hostility or have been penalized and/or ostracized because of their success and achievements”.
When asked specifically about the nature of the negative experiences, individuals revealed they had their achievements downplayed by others (77%), were left out or ignored in certain situations (72%), were undermined by others (71%), had their achievements dismissed (68%), experienced microaggressions (65%), and endured disparaging comments or gossip about them (61%).
“After working hard to meet an objective or deliver a result, it can be shocking to witness others openly diminish or dismiss your achievement, sometimes right in front of you.” says Bethany O’Connor, an executive coach serving successful women. “But unfortunately, it happens with regular frequency on some teams.”
However, not everyone has observed Tall Poppy Syndrome in their current or former workplace(s). Almost a fifth of respondents revealed they’ve never seen it happen.
Identity and Roles of Perpetrators
When asked about the identity of the individuals doing the “cutting down”, male CEOs or presidents, board chairs, and other C-suite members were notably named more often than females in the same positions. The same holds true for male clients, supplier, and vendors.
However, for direct reports, peers or colleagues, and managers, the perpetrators were more equally identified as men and women.
In response to the question about why respondents think others criticize and attack them for success, the top five answers include jealousy or envy (78%), sexism or a gender stereotype (74%), lack of confidence or insecurity (73%), the organization’s culture perpetuates it (63%), and competitiveness (56%).
Consequences of Tall Poppy Syndrome
Being on the receiving end of tall poppy hostilities and other penalties at work creates real harm for the women. Increased stress, negative impact on mental health, lower self-confidence, burnout, and feeling isolated at work were each cited as personal impacts by at least 60% of individuals who had experienced negative reactions to their success.
Interestingly, 66% revealed they experienced imposter syndrome as a consequence. This finding raises a question about how much of imposter syndrome might actually be driven by negative tall poppy experiences.
Additionally, there were consequences for team dynamics with 75% reporting diminished trust among coworkers and 62% feeling disconnected from them.
Tall poppy cutting behaviors contribute negatively to the organization’s culture, with a majority of respondents citing distrust, competition, and fear as resulting effects overall. However, 7% reported observing no visible impact on culture within the organization.
Coping with a Tall Poppy Culture
As a starting point, it’s important to adjust your mindset. Choose to acknowledge the reality that some people might not think you deserve your success, and what they think is out of your control. Let go of the idea that you could somehow prove it to them. An affirmation such as “I’m proud of my work and I know I did it on my merit” could be helpful to work with when you find yourself stewing on others’ opinions of you.
When the negative experiences you endure go beyond gossip, critical opinions, and having your achievements dismissed, and take the form of being actively undermined, excluded, or otherwise sabotaged, you may decide to ignore it or to take some type of action. Confronting the instigator(s) with a candid conversation may result in a new ally or it may make their behavior worse. Similarly, sharing your experience with your own boss could help pave a better path forward for you, result in nothing, or end up being its own negative experience.
Despite facing adverse consequences, not all tall poppies chose to say anything about it. Just over 60% shared their experience with anyone at work. In response, 20% of them received a suggestion to “keep it to yourself”, 40% received no suggestions for how to cope, and only 20% were encouraged to take any sort of action.
A whopping two-thirds of people said they looked for a new job or role after their negative experience(s). Career transition coach, Kimiko Ebata, confirms this phenomenon is something she’s heard from her clients, adding “when your success at work becomes a source of stress instead of celebration, it is often the catalyst for seeking a new opportunity somewhere else where you are allowed to shine.”
Prevention and Mitigation
It’s up to leaders and managers to create and maintain a culture that’s respectful and collegial.
Creating a Positive Culture
Establishing a team or organizational operating principle of mutual celebration of success is a great place to start.
Leaders and managers can model what gracious success looks like. This could include frequently acknowledging the contributions of others and offering genuine gratitude for the big and little things that others have worked on. It can be especially helpful to call out the work that is less visible to others, doesn’t have a flashy metric, or is “thankless” but necessary.
There is a common blind spot that leaders and managers should check for, which otherwise can sabotage a positive culture. They need to make sure they are not inadvertently playing favorites when assigning work. Sometimes top performers become a leader’s “go-to” for important projects. And while this does make business sense, the leader is wise to scan the team for others who could grow and develop from the opportunity.
Dealing with Tall Poppy Syndrome
Once Tall Poppy Syndrome behaviors are observed in a team or organization, they typically do not go away without direct intervention.
“It is important to consider whether the negative behavior is widespread, which indicates a cultural concern, or if it is tied to a single employee or a small group of instigators. The approach should be tailored accordingly” says Jenny Lavey, an HR consultant.
When dealing with a single individual or a few perpetrators, it’s typically best for the manager to handle the level-setting conversation in a one-on-one meeting with the offending direct report. It’s key to remember that each person has the right to their private thoughts, but it’s appropriate to set clear expectations for behaviors and speech that won’t be tolerated going forward.
If tall poppy cutting behaviors have become endemic in the organization or business unit, the best course of action is typically a group training as a starting point. It provides a reset and re-norming for the group as a whole. The training should focus on a positive outcome for the group (e.g., achieving as a team under pressure) or a culture-enhancing workshop (e.g., strengthening the team’s understanding and application of shared values), as opposed to “how not to perpetuate Tall Poppy Syndrome”. Implement positive reinforcement for the desired behaviors. If the negative behaviors persist, then follow up with individual conversations and any applicable disciplinary measures.
Key Takeaways
- Successful women are often resented for their accomplishments. When this behavior manifests overtly in ways such as negative comments about them and their work, undermining them to colleagues, diminishing or criticizing their achievements, or even excluding them from communications or projects, it’s called Tall Poppy Syndrome.
- In a recent study, 87% of respondents reported they had been penalized for their success at work or were on the receiving end of such “hostilities”.
- Consequences for the individual include increased stress, negative impact on mental health, lower self-confidence, burnout, imposter syndrome, and feeling isolated at work. Teams suffer as well, due to a reduction in trust.
- Individuals can cope with tall poppy negativity by adjusting their mindset, deciding whether to ignore the behaviors or to try for a remedy, or looking for a new opportunity elsewhere.
- It’s up to leaders and managers to establish and maintain expectations for a mutually respectful and collegial culture and to hold people accountable for tall poppy cutting behaviors towards others.
About the Research Study
In 2023, a large survey was conducted in order to gain insights into the prevalence and nature of Tall Poppy Syndrome. The sample size was large (n=4,710) and while the study was global in nature, 78.6% of the respondents were from the U.S. and Canada so the overall findings are relevant to the Women On Business audience. Citation: The Tallest Poppy (2023). Women of Influence+. Available online.
Katherine M. Sauer
Katherine M. Sauer, Ph.D. is an enthusiastic advocate for work-life well-being. She is a speaker, author, and coach, and is the founder of Burnout Proof Leaders, a holistic leadership development firm for high-ambition, mission-driven leaders. Her quick, calming, workday-focused guided meditation tracks are available on the free Insight Timer platform. Previously, Katherine held leadership roles at a national nonprofit, an investment consulting firm, and in higher ed administration. She is a lifelong learner and has pursued formal training and credentials in numerous areas including change leadership, executive coaching, intuitive energy reading, yoga and meditation, nutrition, nonprofit management, and economics.
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