Management help: My only direct report is a "superstar" but has emotionally checked out. How do I save the relationship?

I’m a Talent Acquisition Director in a high-pressure hotel environment. My team is just me and one TA Supervisor (1.5 years in). He is technically excellent, the entire hotel rates him highly, and I’ve praised him recently to our Area Director as a future leader who will be ready to lead one of our future openings. However, he is emotionally reactive and very sensitive.

Recently, every other employee in the office got promoted except him. He was understandably upset. A month ago, he sent me a late-night message saying "It’s been a pleasure working with you." I managed to turn it around verbally; I told him I’m investing in him, we have a development plan, and the 2026 budget already has him allocated for an Assistant Manager role. He seemed hungry and motivated again.

Things went south again this week due to two things:

1. The Documented Review: We did the verbal review (went well), but I just sent the formal document. I gave him "Fully Met" overall, but "Approached Expectations" in certain leadership behaviors (EQ, reactivity, big-picture thinking). He isn't ready yet, and I wanted to be honest so we can bridge that gap this year.

2. The Idea Rejection: He suggested a "Welcome Video" for new hires. I told him it wasn’t a priority right now and that he needs to focus on "need vs. elevation" (the bigger picture). He got very defensive and pissed off.

Since sending that written review and rejecting the video idea, he has stopped sending his daily TA updates (which he usually does religiously). I’m currently out of the office, and he’s being very distant.

He is technically an exceptional recruiter, hands down the best I've worked with among his peers. He proactively identifies hiring needs and fills positions before they are even posted officially. He has a fantastic relationships with hiring managers and stakeholders, and is generally a very communicative person, polite and is loved by everyone.

• I have 10.5 months left this year to get him ready for that AM role.

• We are a team of two; if he leaves or stays "checked out," the department stalls.

My Questions:

1. How do I re-engage a high-performer who feels "slighted" by an honest (but not perfect) written review?

2. In a team of two, how do I handle the "silent treatment" without sounding like I’m micromanaging or begging?

3. Is the "It's been a pleasure"/current silence combo a sign he's already interviewing elsewhere, or is this just an "ego bruise" I can coach him through on Sunday?