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. Learn more about your ad choices. Visit megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

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“What did the council decide on item 42?” — answered with the speaker and the moment.

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