They’re brilliant. They hit targets no one else can touch. They carry entire projects on their back and still make it look easy. They’re the kind of employee every team wants — until, one day, they start becoming… a problem.
Not in performance. But in how they treat people. Or how they behave when no one’s watching. Or the way they subtly chip away at team morale, one snide remark at a time.
It’s the quiet storm HR leaders dread: the high performer who becomes a culture liability.
So – what do you do when your best talent is also the biggest threat to the culture you’re trying to build?
First, Let’s Be Honest About the Dilemma
No one likes confronting this situation. Because it’s hard to reconcile.
How can someone be so good at their job – and yet, so damaging to everything else that makes a workplace healthy?
But here’s the uncomfortable truth: top performance doesn’t cancel out toxic behavior. And the longer companies try to “tolerate” it, the more it costs them — in quiet resignations, disengaged teams, and eroded trust.
Spot the Early Signs – They’re Often Subtle
It’s not always shouting matches or overt disrespect. Sometimes, it’s passive aggression. Or favoritism. Or a refusal to collaborate. Or being a brilliant jerk in every meeting — and daring anyone to challenge it.
Look out for:
Consistently dismissing peers’ input
Undermining managers or leadership subtly
Acting above company policies (“That doesn’t apply to me”)
Driving results, but leaving a trail of broken relationships
Teams under them or around them showing higher turnover or burnout
If your people start going quiet around them… something’s up.
Get the Facts, Not Just the Feelings
Before jumping to conclusions, get grounded in specifics.
Talk to their manager. Look at 360 feedback. Review exit interviews (they often reveal more than we think). Track patterns. You’re not building a case to punish – you’re gathering context.
And don’t ignore your gut entirely. If multiple people in different departments say the same thing over time, that’s not politics. That’s data.
Don’t Let Performance Blind You
This is where it gets tricky. Because top performers often have leverage. They know they’re valuable. Others know it too. And somewhere along the way, they may start believing they’re untouchable.
Here’s the thing: no one should be too valuable to be held accountable.
It doesn’t matter if they’re closing million-dollar deals or running your top team – if they’re hurting the culture, they’re hurting the company.
It just might not show up on a spreadsheet yet.
Have the Conversation – With Clarity, Not Coddling
You don’t need to ambush them. But you do need to be direct.
“Your performance is strong. But the way it’s happening is causing concern.”
“You’re achieving results, but at a cost to the people around you.”
“This isn’t a warning about output. It’s a conversation about how we work — not just what we deliver.”
The key is separating performance from behavior. Both matter. One doesn’t excuse the other.
Set Expectations – and Stick to Them
This isn’t about vague coaching or general feedback like “Try to be nicer.” Be specific.
Tell them what needs to change, and why. Offer support – whether that’s executive coaching, mentorship, or clearer team boundaries. But also, make it clear that continued behavioral issues will impact their role, rewards, and progression.
And then – follow through. Nothing undermines credibility faster than letting it slide again.
Recognize When It’s Time to Let Go
Sometimes, they’ll turn it around. They’ll realize their blind spots and change.
Other times, they won’t. Or worse – they’ll pretend to, just enough to coast by.
If it reaches that point, and the damage continues, you need to make the hard call. Letting go of a toxic star performer might feel like a loss in the short term. But long term? It’s a culture-saving move.
You’re not just protecting morale – you’re protecting every future hire who walks through your doors.
What HR Can Do Differently (So It Doesn’t Happen Again)
This issue doesn’t start with one person. It starts with what we reward, what we tolerate, and what we ignore.
Build these into your process:
Include behavioral indicators in performance reviews, not just outcomes
Create feedback loops that allow peers to speak up safely
Train managers to spot early warning signs
Make psychological safety a non-negotiable metric, not just a buzzword
Celebrate collaboration and team wins – not just individual heroics
And most importantly, back up your values with action. If “respect” is on the wall, but not enforced – people will notice. And they’ll believe what you do, not what you say.
Final Word
Talent matters. But culture matters more.
Because great work at the cost of people isn’t sustainable.
And when companies only protect high performers – they stop protecting everyone else.
The best teams? They’re built on accountability, empathy, and shared standards. Not exceptions.
And the best HR leaders? They know when to coach… and when to draw the line.
