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Abstract: This article explores research-based strategies for leaders to address problematic interpersonal behavior exhibited by top-performing employees. While high performance often comes with increased responsibilities, stress, and a sense of entitlement, these factors do not excuse toxic conduct that undermines team cohesion and morale. The article outlines common drivers of such behavior, including burnout, perfectionism, and lack of accountability. It then provides best practices for directly addressing the issue, such as choosing the right timing, focusing on the impact rather than intent, and collaborating on solutions. Key elements of effective improvement plans are discussed, including clear expectations, skill-building, and accountability checks. Finally, the article emphasizes the importance of maintaining productivity by affirming strengths, delegating impactful work, and cultivating a psychologically safe culture where leaders model empathy and openness. The goal is to reshape problematic behavior while retaining the valuable contributions of high performers.
All organizations need top talent and high performers to meet goals and drive results. However, with high performance often comes increased responsibility, job complexity, and elevated stress levels. While these factors may explain difficult behavior, they do not excuse toxic conduct that undermines team cohesion and morale. As leaders, addressing problematic behavior is part of building a healthy, high-functioning culture where people want to do their best work.
Today we will explore research-based strategies for approaching a top performer exhibiting concerning interpersonal tendencies, with the aim of both improving their behavior and retaining their valuable contributions.
Understanding the Causes of Toxic Behavior
Before intervening, it is important to understand why high performance can enable toxicity. Research has shown several common drivers:
Stress and Burnout - High performers take on more workload and endure greater pressures. Unmanaged stress increases the risk of burnout, diminishing empathy and self-control (Maslach et al., 2001).
Entitlement Mentality - Being a valued team member can foster a sense of entitlement, where the person believes interpersonal politeness does not apply to them (Rosenthal & Pittinsky, 2006).
Lack of Accountability - When star employees deliver results, their behavior issues may be overlooked or excused as a "small price" to pay. This allows poor conduct to continue unchecked (Friedman & Rosenman, 1957).
Perfectionist Tendencies - Constantly seeking flawless performance cultivates impatience and anger towards others' perceived shortcomings or mistakes (Hewitt & Flett, 1991).
Isolation - Top talent can grow resentful if isolated from peers and leadership due to an "out of sight, out of mind" approach (Dougherty & Dreher, 2007).
Creating psychological safety and ongoing performance discussions are keys to mitigating these drivers before behavior deteriorates.
Approaching the Issue Directly
Once leaders determine a top performer's conduct has crossed a line, direct communication becomes crucial. However, several best practices maximize effectiveness and retention outcomes:
Choose your timing carefully - Speaking to the person away from colleagues and deadlines allows an uninterrupted, solutions-focused dialogue (Gilbert, 2006).
Describe the behavior objectively - Using specific examples avoids defensiveness by keeping the discussion factual rather than personal (Luthans & Peterson, 2002).
Listen actively - Allowing them to share their perspective demonstrates care for understanding root causes from their viewpoint (Rogers, 1951).
Focus on impact, not intent - Discuss how their actions undermine others instead of accusing malicious aims, keeping discussions constructive (Bradberry & Greaves, 2009).
Work as a partner, not an authority - Frame the meeting as jointly solving a hurdle impeding teamwork and success, not a disciplinary confrontation (Goffee & Jones, 2000).
Request input on solutions - Gaining ownership of remedies increases cooperation and commitment to positive change (Crum & Sherman, 2008).
For example, a manager at a technology startup noticed one of their top engineers belittling colleagues' work during stand-up meetings. The manager scheduled a private chat, shared direct examples while listening openly, then said "I understand the pressure you're under. How can we handle issues constructively going forward so everyone feels supported in their roles?" This collaborative, supportive approach built understanding and buy-in for alternative behaviors.
Developing Improvement Plans
Once both parties comprehend issues and root causes, creating an actionable improvement plan channels accountability into forward progress. Key elements include:
Clear behavioral expectations - Outline interpersonal standards using consistent language from company values or code of conduct.
Skill-building activities - Suggest training, mentoring or personal development to nurture areas like communication, stress management or coaching subordinates.
Accountability checks - Schedule periodic reviews of conduct through employee or 360 feedback to ensure issues do not reoccur.
Stress reduction tactics - Recommend healthier work-life balance, delegation or boundaries to relieve operational pressures.
Transparency with peers - Involve team members, with permission, to establish understanding around changes and gain their commitment to a fresh start.
For example, a manager handling their best account manager's rudeness and micro-managing noticed these behaviors surfaced when workload peaked. Their plan tasked an assistant with monitoring the manager's calendar to offload non-essential duties. It also included training in delegation and holding caring, accountable discussions with direct reports. Follow-ups ensured new habits stuck during high-pressure periods.
Maintaining Productivity Amid Behavior Modification
When addressing problematic conduct exhibited by top talent, retaining their skills and outputs remains crucial. Leaders must strike a balance between enforcing needed changes while keeping high performers engaged and fulfilled:
Affirm strengths frequently - Regular positive feedback on professional results boosts morale during a sensitive process.
Delegate more impactful work - Challenging new assignments keep high achievers motivated while reducing triggers.
Provide autonomy appropriately - Flexible schedules and decision rights respect expertise while allowing better self-management.
Acknowledge accountability openly - Publicly support improved conduct to rebuild credibility amongst colleagues.
Express belief in potential for growth - Conveying conviction they can develop fosters dedication to proving themselves.
For example, when a director at a financial firm addressed uncomfortable micromanaging by their top investment analyst, the director shifted some clients to the analyst directly. Paired with accountability check-ins, this provided outlets for the analyst's drive while curtailing over-involvement with associates. Retaining high confidence tasks maintained engagement during conduct reform.
Creating a Psychologically Safe Space
Ultimately, reshaping behavior depends upon fostering an environment where individuals feel heard, respected and willing to work on self-improvement. Leaders must model this culture to influence toxic individuals and safeguard others:
Practice empathy, don't accuse - Lead with understanding rather than condemnation to encourage honest reflection.
Welcome candid yet respectful feedback - Invite input on one's own conduct to exhibit the standard expected of all.
Cultivate relationships, not just results - Regular informal check-ins build goodwill central to addressing sensitive issues.
Reward cooperation, not just performance - Recognizing reformed behavior encourages replicating success throughout the organization.
For example, after an airline CEO held a private but empathetic discussion with their short-tempered chief pilot, word of the meeting spread positively. The CEO then invited all department heads to monthly meals discussing challenges and frustrations candidly. This normalized vulnerability and accountability across roles, supporting multiple staff in subsequently addressing interpersonal issues constructively.
Conclusion
Top performers drive success but can also enable toxicity if behaviors go unaddressed. With a research-informed, solutions-focused approach emphasizing direct communication, tangible improvement plans and maintaining engagement amid change, leaders can encourage reformed conduct while retaining valuable talent and outputs. However, the most impactful tactic remains establishing an inclusive culture where psychological safety lets all staff courageously work on continual betterment – with leadership modeling that standard above all through empathy, candor and care for holistic well-being. Together, these measures protect productivity and culture amid inevitable difficult discussions around conduct.
References
Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.
Dougherty, T. W., & Dreher, G. F. (2007). Mentoring and career outcomes: Conceptual and methodological issues in an emerging literature. In B. R. Ragins & K. E. Kram (Eds.), The handbook of mentoring at work: Theory, research, and practice (pp. 51–93). Sage Publications, Inc.
Friedman, M., & Rosenman, R. H. (1957). Association of specific overt behavior pattern with blood and cardiovascular findings; blood cholesterol level, blood clotting time, incidence of arcus senilis, and clinical coronary artery disease. Journal of the American Medical Association, 164(12), 1286–1296. https://doi.org/10.1001/jama.1957.72970380007004
Gilbert, T. F. (2006). Human competence: Engineering worthy performance (Tribute ed.). Pfeiffer.
Goffee, R., & Jones, G. (2000). Why should anyone be led by you? Harvard Business Review, 78(5), 62–70.
Hewitt, P. L., & Flett, G. L. (1991). Perfectionism in the self and social contexts: Conceptualization, assessment, and association with psychopathology. Journal of Personality and Social Psychology, 60(3), 456–470. https://doi.org/10.1037/0022-3514.60.3.456
Luthans, F., & Peterson, S. J. (2002). Employee engagement and manager self-efficacy. Journal of Management Development, 21(5), 376–387. https://doi.org/10.1108/02621710210426862
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397–422. https://doi.org/10.1146/annurev.psych.52.1.397
Rogers, C. R. (1951). Client-centered therapy: Its current practice, implications and theory. Houghton Mifflin.
Rosenthal, S. A., & Pittinsky, T. L. (2006). Narcissistic leadership. The Leadership Quarterly, 17(6), 617–633. https://doi.org/10.1016/j.leaqua.2006.10.005
Crum, A., & Sherman, D. K. (2008). How mind-sets matter. In J. Y. Shah & W. L. Gardner (Eds.), Handbook of motivation science (pp. 204–221). The Guilford Press.
Additional Reading
Westover, J. H. (2024). Optimizing Organizations: Reinvention through People, Adapted Mindsets, and the Dynamics of Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.3
Westover, J. H. (2024). Reinventing Leadership: People-Centered Strategies for Empowering Organizational Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.4
Westover, J. H. (2024). Cultivating Engagement: Mastering Inclusive Leadership, Culture Change, and Data-Informed Decision Making. HCI Academic Press. doi.org/10.70175/hclpress.2024.5
Westover, J. H. (2024). Energizing Innovation: Inspiring Peak Performance through Talent, Culture, and Growth. HCI Academic Press. doi.org/10.70175/hclpress.2024.6
Westover, J. H. (2024). Championing Performance: Aligning Organizational and Employee Trust, Purpose, and Well-Being. HCI Academic Press. doi.org/10.70175/hclpress.2024.7
Citation: Westover, J. H. (2024). Workforce Evolution: Strategies for Adapting to Changing Human Capital Needs. HCI Academic Press. doi.org/10.70175/hclpress.2024.8
Westover, J. H. (2024). Navigating Change: Keys to Organizational Agility, Innovation, and Impact. HCI Academic Press. doi.org/10.70175/hclpress.2024.11
Westover, J. H. (2024). Inspiring Purpose: Leading People and Unlocking Human Capacity in the Workplace. HCI Academic Press. doi.org/10.70175/hclpress.2024.12
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Dealing with a Toxic Top Performer: Addressing Difficult Behavior While Maintaining Productivity. Human Capital Leadership Review, 16(1). doi.org/10.70175/hclreview.2020.16.1.3
