> Remove individual metrics or performance indicators, make team success the important goal.
Why would a high performer stay there? The rest of the team drags him down and there is nothing he can do about it, he will just leave for a position where he doesn't have to pick up the slack of the entire team before he gets acknowledged.
It depends on the specific context of course, but I think there's a fallacy in the assumption that the high performer can perform better than a well working team would. A business is also an organism with many moving parts, if you optimize for just one particular metric and hire high performance individuals based on that, you end up neglecting the other parts of the organisation.
Either way you can make that decision, perhaps your particular business is better off with high performing individuals. Like a door-to-door sales company probably doesn't benefit that much from team dynamics, and you'd definitely get slackers in that context. But a software team more often than not gets impacted negatively by a rockstar billowing out code rather than organizing with the team.
Why would a high performer stay there? The rest of the team drags him down and there is nothing he can do about it, he will just leave for a position where he doesn't have to pick up the slack of the entire team before he gets acknowledged.