Refusing to Be Cut Down

By Kaylin Baker-Fields

When Winning Feels Risky

The phrase “Tall Poppy Syndrome” describes a reality many women face in the workplace. It refers to the set of dynamics that occur when individuals stand out by excelling beyond the norm. But unlike poppies in a field that grow tall and thrive, workplaces often respond by cutting these individuals down, subtly or overtly, as a way to maintain the status quo.

This is more than an expression, it reflects a pattern where success triggers resentment, exclusion, and criticism. Tall Poppy Syndrome is a cultural issue where those who succeed are pushed back by peers, leaders, or even their own networks.

In 2023, Women of Influence+ conducted the Tallest Poppy survey, the largest and first global study of its kind, surveying over 1,500 professionals across Canada, with more than 4000 responses. The survey found that 87 per cent of respondents felt their success or achievements had been undermined at work. This goes beyond jealousy. It means being excluded from key conversations, overlooked for promotions, unfairly criticized, or isolated.

The effects are serious. More than 60 per cent of women said these experiences hurt their confidence. Many downplay or hide their achievements to avoid negative reactions. The mental health impact is significant, with many feeling they must choose between well-being and visibility.

Where We Are Now: Tall Poppy Syndrome in Today’s Workplace

Professional life is undergoing significant changes — remote teams, hybrid offices, and a focus on inclusion are now common. Yet Tall Poppy Syndrome persists: high-achieving individuals continue to face backlash simply for standing out.

It connects with other challenges women face, like the pressure to be “likable” and avoid conflict. Women who stand out risk being labelled “too aggressive” or “too ambitious,” which leads to real consequences. This, in turn, forces the authority gap to grow wider. Women leaders are interrupted more, doubted more, and left out of important meetings. Subtle actions like ignoring ideas or giving credit to others show how this phenomenon still plays out.

Productivity suffers when high performers feel unseen or unsupported. Many women say the stress and disengagement linked to Tall Poppy Syndrome have made them think about leaving their roles or the workforce. 70 per cent of survey respondents said Tall Poppy behaviours directly impacted their productivity at work. Nearly 60 per cent said the experience left them disengaged from their work or organization, and just as many said it prompted them to look for a new job. The stress and self-doubt triggered by these experiences are compounded by a culture that too often enables this behaviour. Those who cut down others are often peers who feel threatened or jealous. Their behaviour ranges from silent exclusion to open criticism. The culture that allows this often involves a lack of accountability and zero-sum thinking.

This problem is not limited to work, and many women say they also face criticism from friends and family. This makes it harder to build the confidence and networks needed to succeed.

What Can Change And How to Make It Better

Naming the problem is just the beginning; calling out Tall Poppy Syndrome breaks the silence and creates space for honest conversations. This isn’t a sidebar issue, instead, it belongs at the heart of leadership development, training, and mental health initiatives.

Real change starts with leaders who must reject the culture that tolerates cutting down high achievers, step in decisively when it happens, and hold their teams accountable. Reviewing organizational culture with transparency in recognition, promotions, and opportunities is a critical step.

Shifting away from cutthroat competition toward collaboration changes the culture, as organizations emphasizing that individual success fuels the whole team create environments where recognition reflects both personal achievement and collective effort.

The emotional toll on women caught in this cycle is real and often overlooked. According to the Tallest Poppy survey, 65 per cent of respondents reported a decline in self-esteem or said they downplayed or didn’t share their achievements to avoid backlash. Nearly 46 per cent experienced negative self-talk, while 57 per cent felt disconnected from their peers. These impacts reflect a deep erosion of psychological safety, and organizations must provide safe spaces for open dialogue and mental health support where vulnerability is met with care, not criticism.

Tall Poppy Syndrome quietly undermines women’s careers and limits what organizations can achieve; it’s time to stop cutting down those who rise and start building workplaces where standing out is encouraged rather than punished. Supporting our tallest poppies is how we grow leadership that is stronger, more diverse, and ready to make a lasting impact.