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Standing Tall: Understanding and Overcoming Tall Poppy Syndrome
"Your presentation was great, but you might want to tone it down a bit next time."
"They're getting a bit big for their boots since that promotion."
"Who does she think she is with all those LinkedIn posts about her achievements?"
These whispered comments, dripping with a particular brand of social venom, might sound familiar. They represent something more insidious than simple jealousy or workplace politics - they're manifestations of tall poppy syndrome (TPS), where people of genuine merit find themselves cut down precisely because of their achievements.
The term itself comes from the ancient Roman historian Livy, who told the story of Rome’s final King, Tarquinius Superbus, demonstrating his power by cutting down the tallest poppies in his garden - a not-so-subtle metaphor for eliminating prominent citizens who might threaten his rule. While the term found its modern voice in Australian culture, the behaviour it describes is universal, shaping careers, influencing decisions, and sometimes crushing ambitions before they have a chance to bloom.
The timing for examining this phenomenon couldn't be more relevant. We live in an era where success is increasingly visible - where achievements can be broadcast globally with a single post, where personal branding is considered essential, and where standing out is simultaneously celebrated and scrutinised. Social media has amplified both the potential for recognition and the reach of criticism, creating a perfect storm for modern manifestations of TPS.
Whether in classrooms, boardrooms, or Instagram feeds, the tension between achieving success and managing others' reactions to it has become increasingly complex. Understanding this dynamic isn't just about individual psychology or organisational behaviour - it's about how we collectively respond to excellence and achievement in a world that seems simultaneously more connected and more divided than ever.
The Evolution of Pushing Down Poppies
The link between outstanding achievement and social backlash isn't new. Ancient cultures worldwide developed sophisticated ways to both celebrate and regulate success. The Greeks had their concept of hubris - where excessive pride invited divine punishment. Norse cultures developed the Law of Jante - unwritten rules warning against individual prominence. Japanese society coined "the nail that sticks out gets hammered down." Each culture found its own way to express this universal tension between individual excellence and collective harmony.
While social levelling mechanisms appear across cultures, their manifestations shift with changing times. Medieval guilds present an intriguing historical example - they developed sophisticated systems for managing excellence. A craftsman could become a master, but only by following strict social and professional protocols. Show too much individual flair or challenge the established order, and the consequences were swift.
The Industrial Revolution brought new dimensions to this dynamic. As social mobility increased, so did resistance to it. The "self-made man" faced particular scrutiny - not just from established elites who questioned their refinement, but from their original social class who often viewed them as traitors. This pattern persists in modern attitudes toward social mobility and success.
On a related note, I have a particular tension with the concept of social mobility, probably tied to listening to my friend, Andy Griffith when he talked about this in his book with Matt Bromley, The Working Classroom.
“The only conclusion I could deduce as to the point of education was quite simple: to get me beyond where I'm from." Andy Griffith
It’s a tension because we want to create aspiration and a belief that you aren’t limited by your social strata or postcode or anything else that might hem you in socially. BUT…and it is a big but…the idea that we need to get out of where we are just doesn’t sit right with me.
I remember speaking to my students in Accrington many moons ago and saying that you can’t ever change where you’ve come from, unless you change where you’ve come from. So, unless you make Accrington somewhere to be proud of, you will always be from this working-class, northern town where nothing good comes from.
Social mobility as a movement from every government in my lifetime seems to suggest (perhaps implicitly but often explicitly) that moving out of a social group is the goal in life. Sack that. I am working class and proud. That being said, there is another tension at play here in terms of TPS - that of feeling that you may or may not belong where you are (the imposter syndrome often mentioned).
Contemporary professional bodies and institutions inherited aspects of these historical approaches. They certify excellence while simultaneously regulating how it's displayed and celebrated. Professional codes often emphasise humility and collegiality alongside achievement - a modern echo of ancient concerns about individual prominence.
This evolution continues in today's digital professional landscape. While platforms like LinkedIn ostensibly exist to showcase achievement, unwritten rules govern acceptable levels of self-promotion. Break these invisible boundaries, and backlash follows - now amplified by algorithms and instant global reach.
The Psychology Behind Pushing Back
Something primal happens in our brains when we encounter outstanding success. Social comparison theory, developed by psychologist Leon Festinger, reveals that humans instinctively evaluate themselves against others. Recent neuroscience research shows this comparison activates the same neural pathways as physical pain - we literally hurt when others outshine us.
“People most strenuously seek to evaluate performance by comparing themselves to others, not by using absolute standards.” Leon Festinger
It’s worth thinking about how this plays out in professional settings. A team member who receives a prestigious award or promotion then causes a subtle dynamics shift. Colleagues who previously supported them might distance themselves or subtly undermine their achievements. This isn't simple jealousy - it's a complex psychological response rooted in our need for social equilibrium.
The connection between tall poppy syndrome and imposter syndrome creates a particularly vicious cycle. Dr Pauline Rose Clance's research demonstrates how high achievers often find themselves trapped - simultaneously fearing exposure as frauds while dreading the social consequences of genuine success. Many respond by downplaying achievements or apologising for success, perpetuating unhealthy patterns. And it seems particularly British.
Group dynamics amplify these individual psychological responses. Social psychologist Jonathan Haidt's work shows how we experience competing emotions when witnessing excellence: elevation (feeling inspired) and envy (feeling diminished). In organisations, this tension often manifests as passive-aggressive behaviour or subtle sabotage of high performers.
Understanding these psychological mechanisms matters because they operate regardless of our awareness. When we recognise these patterns, we can begin to challenge and change them.
The Modern Manifestations
Social media amplifies these dynamics exponentially. Every achievement posted becomes subject to intense scrutiny. Professional accomplishments shared on LinkedIn or X frequently attract comments questioning motives or suggesting arrogance. I have lost count of the amount of people that I have seen in comments doing their damnedest to tear people down who try to share encouraging or educational content. People are so quick to cut others down with “where is the peer-reviewed research on this?” or “it’s ok for those who parachute into education to make pronouncements like this without actually doing it in schools everyday”. Ooo, did I say this out loud? This digital dimension adds new pressure: succeed publicly and face backlash, or stay quiet and potentially miss opportunities.
The technology sector provides particularly stark examples. Startup founders navigate a narrow path between necessary self-promotion and avoiding appearing boastful. Women and minorities in tech face additional challenges, often experiencing more severe backlash for the same level of self-promotion as their counterparts. It’s a huge challenge: do we shout or keep schtum?
Those who choose to "shout" argue that visibility is crucial for career progression and market reach. They point to research showing that recognition of achievement often leads to further opportunities. Moreover, they suggest that hiding success perpetuates systems where certain groups - particularly women and minorities - remain underrepresented in leadership positions. (Oh and by the way, don’t get me started on ‘positive’ discrimination; it’s absolute BS.)
The "keep schtum" camp counters that quiet competence speaks louder than self-promotion. They advocate for letting work speak for itself and argue that genuine merit eventually gets noticed. In some professional cultures, particularly in certain sectors, this approach aligns better with expected norms.
There's also a middle path emerging. Some professionals are finding ways to share achievements while acknowledging team contributions and broader support systems. They focus on lessons learned and value created rather than personal glory. This approach often generates less backlash while maintaining visibility. But the truth is that if you have done something well, why feel the need to downplay it?
Timing does matter though. Announcing success during others' setbacks shows poor emotional intelligence. Context awareness - understanding your audience and environment - proves crucial in deciding when and how to share achievements. Different cultures handle this differently. Silicon Valley's "fail fast, learn publicly" attitude contrasts sharply with more reserved professional cultures. These cultural variations affect how achievement acknowledgment is received.
The digital age has added new wrinkles. Social media algorithms reward engagement - positive or negative - potentially amplifying both success stories and their backlash. Professional networks almost demand some level of self-promotion, making total silence increasingly impractical.
The solution likely lies in authenticity and intention. Are you sharing to help others learn from your journey? To acknowledge those who supported you? To inspire similar achievement? Or simply to boost your ego? Your true motivations often shine through in how you present success.
The Cost of Cutting Down
Tall poppy syndrome extracts heavy tolls at multiple levels. In organisations, innovation suffers when employees hesitate to propose bold ideas or challenge existing methods. How many businesses, schools and community organisations have missed out on exciting and promising ideas because their champions, faced with persistent undermining from colleagues or the fear of putting their head above water, stepped back from leading the initiative?
The personal costs run deep. High achievers often develop anxiety around success, constantly monitoring how others might react. This hypervigilance drains mental energy that could be better spent on actual work. Some choose to operate below their potential, sacrificing growth for social acceptance.
Economic implications stretch beyond individual careers. When businesses prioritise harmony over excellence, they risk losing competitive edge. Start-ups particularly suffer - founders who hesitate to promote their innovations often struggle to attract investment or market attention. It’s that balance though eh? Oh, I hate that phrase but it seems to fit here, even if it’s not snugly!
Most concerning is how TPS reinforces existing power structures. Those from privileged backgrounds often face less scrutiny of their success, having inherited social capital that makes achievement seem "natural." Meanwhile, those breaking new ground face heightened criticism, creating additional barriers to social mobility. I have seen this firsthand when trying to break into strongholds in education: unless you’re from a certain club, know this or that person, or have this particular background or characteristic, you’re fighting an uphill battle.
These costs compound over time. Each person who dims their light or steps back from opportunity represents lost potential - not just for themselves, but for the broader community that might have benefited from their contributions.
The Solutions: Growing Tall Anyway
Breaking free from tall poppy syndrome requires deliberate strategy. At an individual level, developing a strong support network proves crucial. This means cultivating relationships with mentors and peers who celebrate rather than resent success. Organisations can actively counter TPS through culture change. Clear criteria for recognition, transparent promotion paths, and explicit celebration of achievement help normalise success. Some companies now include 'achievement acknowledgment' in their diversity and inclusion training, recognising how TPS disproportionately affects certain groups.
Education plays a vital role (no surprise there, I hear you say!). Teaching students to handle both success and others' reactions to it builds resilience early. Schools that combine competitive excellence with collaborative values show how achievement and community support can coexist. I have likely told the story of ‘Joe’ (we’ll call him Joe) who had never had less than an A grade on any Maths paper and was always used to being top dog. But Joe hadn’t done A-Levels before and only got a B when he needed an A/A* to study Maths and Further Maths at university. He was devastated when he was rejected and got us to try every trick in the book to convince the university to take him but all to no avail. He ended up walking away from higher education altogether. So, unless we prepare students for when things don’t go well, stop wrapping them in cotton wool (marking in green pen because red is aggressive, give me strength!) and force them to address adversity, we will perpetuate this nonsense.
Leadership sets that tone. When leaders model authentic pride in achievement while acknowledging team contributions, as well as admitting what went well (and what didn’t), they create permission for others to do the same. This isn't about bragging - it's about honest acknowledgment of effort and results. Some professionals effectively use storytelling approaches, focusing on journey and lessons rather than just outcomes. This approach often generates support rather than backlash.
Success Without Shame
The future of managing success and backlash is evolving. Remote working and digital communication are changing how achievement becomes visible. The goal isn't eliminating social feedback entirely - some moderation of behaviour serves useful purposes. Instead, we're learning to distinguish between healthy social regulation and destructive tall poppy syndrome.
Progress means creating environments where excellence can thrive without apology. This requires cultural shift, but signs suggest it's possible. Success shouldn't feel like a guilty secret.
This evolution in how we handle achievement connects strongly to philosopher Karl Popper's concept of the "Open Society". Popper argued that societies thrive when they remain open to change and criticism while maintaining protections for individual expression. Applied to tall poppy syndrome, this suggests we need environments that balance healthy feedback with protection of achievement.
We could even relate back to how psychologist Abraham Maslow outlined the hierarchy of needs, particularly self-actualisation. In Maslow's view, reaching our full potential requires both individual striving and supportive social conditions. Modern workplaces and digital spaces need to create psychological safety - environments where excellence can emerge without triggering defensive responses.
The future likely lies in what sociologist Émile Durkheim called "organic solidarity" - social cohesion based on interdependence rather than conformity. As remote work and digital communication reshape professional landscapes, we have an opportunity to build cultures where success serves collective growth rather than threatening social bonds. This new paradigm requires understanding that excellence and community support aren't mutually exclusive. As philosopher Mary Wollstonecraft argued centuries ago, individual flourishing and social progress go hand in hand. The challenge isn't to choose between standing tall and staying connected - it's to create spaces where both are possible.
Thriving Despite the Cut
Here are some key takeaways to get the mix right between shout and schtum.
1. Recognise the Pattern
Understanding TPS as a social mechanism rather than personal attack changes how we respond to it. Watch for the signs: subtle undermining after success, withdrawal of peer support or pressure to downplay achievements. When you spot these patterns, you can respond strategically rather than reactively. Remember, those cutting you down often act from their own insecurities or cultural conditioning.
2. Choose Your Path
Strategic visibility means making conscious decisions about how to handle success. Consider your context, audience and goals when deciding how to share achievements. Sometimes quiet competence serves best; other times, bold visibility creates opportunities for others. What matters is choosing deliberately rather than defaulting to fear or false modesty.
3. Build Your Shield
A strong support network acts as armour against TPS. Cultivate relationships with mentors who've navigated similar challenges. Find peers who celebrate rather than resent success. Build connections across different professional circles - when one group reacts negatively, others can provide perspective and encouragement. Your network should energise, not drain you.
4. Share with Purpose
Transform achievement sharing from self-promotion to value creation. Focus on lessons learned, challenges overcome and insights gained. Acknowledge those who contributed to your success. Make your posts, presentations and conversations serve others' growth. When sharing serves a clear purpose beyond ego, it often faces less resistance.
5. Challenge the Culture
Creating change means actively questioning systems that punish excellence. Mentor others navigating similar challenges. Advocate for clear recognition criteria in organisations. Support colleagues facing TPS, especially those from underrepresented groups who often face heightened criticism. Small actions accumulate to shift cultural norms.
Reid Hoffman's concept of alliance thinking shows that success creates opportunities to lift others. When high achievers share their journey, acknowledge supporters and create paths for others, they transform tall poppy syndrome into what psychologist Adam Grant calls "positive contagion".
Excellence without apology isn't arrogance - it's authenticity. As we deal with this changing landscape, let's create spaces where achievement serves as a beacon, not a target.
Success should light the way for others, not cast shadows of resentment. Your success isn't a threat to others - it's proof of what's possible. Sometimes the tallest poppy catches the light others need to grow.
Further Reading
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