Well, it really depends on whether the toxic behavior has a negative impact beyond the high-performs added value. Give changing behavior a shot, then pull the trigger. The employees deserve no less. I've discussed this with several client CEOs who believe they can't live without the toxicity. I always ask them what they will tell the board if the individual leaves; is there a backup? So, obviously, they can do without a toxic individual. The best advice I ever received, thankfully early in my management career, was, "It's never the people you fire that get you into trouble; it's the ones you don't fire. I've seen good CEOs adopt that, even firing the corporate bully, an officer.
Love this guys! Keep it going… How is it that toxic high performers excel and maintain in organizations? I assume karma roots them out but reality sometimes proves otherwise.
Well, it really depends on whether the toxic behavior has a negative impact beyond the high-performs added value. Give changing behavior a shot, then pull the trigger. The employees deserve no less. I've discussed this with several client CEOs who believe they can't live without the toxicity. I always ask them what they will tell the board if the individual leaves; is there a backup? So, obviously, they can do without a toxic individual. The best advice I ever received, thankfully early in my management career, was, "It's never the people you fire that get you into trouble; it's the ones you don't fire. I've seen good CEOs adopt that, even firing the corporate bully, an officer.
Love this guys! Keep it going…
How is it that toxic high performers excel and maintain in organizations? I assume karma roots them out but reality sometimes proves otherwise.
Ooh, this talks about the anti-change agent