The hard cases
What to do about a high performer who makes the team miserable
Judge the person on everything they produce, not only their own numbers: if two colleagues are thinking of leaving and the rest have stopped speaking up, that is part of their output too. Describe the specific behaviors, say plainly that how they work now counts as much as what they deliver, and set expectations for both. Then ask the team, the same way you ask about everyone, and see whether things change.
How managers put it
- “She's my top seller, and three people have complained about her this month.”
- “He gets results, but nobody wants to work with him.”
- “If I push back on my best performer, what if they leave?”
- “How do I show the team is suffering without it being my word against theirs?”
What to do
1.Write the behavior, not the label
"Interrupted and dismissed Sam's idea in the Monday meeting" and "took credit for the joint proposal in front of the client" can be discussed. A label like "bully" cannot, and it ends the conversation before it starts.
2.Count the full cost
Look at who has left that team, who has asked to move, who stopped speaking up in meetings, and how much of your own time this person takes. Their personal numbers are only half of what they produce.
3.Ask the people around them, fairly
A peer or 360 review with the same questions everyone gets gives you a view that is not only yours. A regular anonymous team survey shows whether the team is struggling without pointing at anyone.
4.Tell them both halves count
"Your results are excellent. The way you treat colleagues is not acceptable, and from now on both are part of how your work is judged." Then name the specific behaviors that have to change.
5.Make behavior goals as concrete as sales goals
"Lets others finish in meetings." "Credits co-authors by name." Write them down and come back to them in every 1:1. Vague expectations let the behavior carry on.
6.Decide your line before they test it
Work out in advance what happens if nothing changes. Keeping someone who drives good people out tells everyone else what you really value.
This is management practice, not legal advice. For a termination, talk to an employment lawyer in your state first.
Where LVL Up helps
Peer and 360 reviews with one template
Run a peer or 360 review in a cycle with a template, so feedback about this person is collected exactly the way it is for everyone else on the team.
Anonymous pulse surveys and eNPS
The team answers short anonymous questions on a schedule. Results appear only once at least three people have answered, as aggregates and trends, so you see how the team is doing without anyone being named.
Behavior goals next to results goals
A goal can be about how someone works, not only what they deliver, with an owner, a due date and an on-track, at-risk or done status.
1:1 notes and agreed actions
Each conversation, its examples and what was agreed are saved by date, so progress, or the lack of it, is visible over weeks instead of remembered.
What it does not do
LVL Up does not label people, score personalities or flag anyone as a problem. Pulse results are anonymous aggregates and cannot be traced to whoever answered. It does not investigate complaints. If a complaint involves harassment or discrimination, get advice from an employment lawyer or a qualified investigator straight away.
Common questions
Should I fire a high performer who hurts the team?
Not as a first step. Name the behaviors, set clear expectations and give a fair chance to change; if nothing changes, weigh the full cost to the team and talk to an employment lawyer before any dismissal.
How do I give a high performer feedback about their behavior?
Lead with specific moments and their effect on colleagues, and say plainly that behavior now counts alongside results. High performers are used to praise, so be direct; soften it too much and it will not land.
How do I know if the team is affected?
Look at turnover, transfer requests, who speaks in meetings, and an anonymous team survey over time. A peer review with the same questions for everyone is fairer evidence than complaints alone.
What if they threaten to leave?
Some will. Decide beforehand whether the team you would keep is worth more than the results you might lose; often it is.
What if it is harassment, not just rudeness?
Then it is a different process with different obligations. Take it seriously from the first report and get advice from an employment lawyer or a qualified investigator straight away.
Related:
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