If one (“talent") is a stellar runner, but when the team goes on a run the "talent" has to wait for their teammates to get to the finish line, most of whom go running once every two months, and the "talent" gets dress shoes instead of spikes etc., the "real talent" is worth, to the team or company, as much as the average employee on that team.
An easy and naïve recommendation would be to remove the constraints that limit the work of talent, but it is much easier for talent to move to organizations that, for a variety of reasons, are more conducive to the expression of their abilities than to fight the inertia of organizations. Those very organizations which, for one reason or another, have existed for a long time and pay salaries to hundreds or thousands or hundreds of thousands of people.
However what this viewpoint doesn't account for are team dynamics. A strong TL can turn NNPPs into incremental positive contributors. A great programmer without leadership capabilities will not be able to outpace the technical debt. There are also more subtle dynamics depending on the structure and personality traits of the individuals. Ultimately programmer productivity is not an absolute value, it depends on the whole ecosystem (including other functions, leadership stance, etc). After doing this for 25 years (IC, TL, EM, CTO), I strongly believe a healthy team is about harnessing and orchestrating different individuals unique strengths rather than trying to set too high a bar—the latter will lead to counter-productive competition and ultimately burn out your best folks.