The Cost of High Performers Who Behave Badly
Every organization has them: the star performers. They exceed goals, impress clients, bring in revenue, and deliver results. But what happens when the same person also undermines peers, berates junior staff, or cuts corners on ethics?
Too often, leaders turn a blind eye. The rationale sounds like this:
• “They’re too valuable to lose.”
• “But they’re so mission focused.”
• “They’re the President’s favorite. Our hands are tied.”
• “It’s just their style.”
• “We can’t afford to rock the boat right now.”
But tolerating bad behavior in high performers sends a clear message: results matter more than respect, and the rules are flexible for the favored few.
Here’s what that costs you:
Credibility – When toxic behavior is excused for top performers, others lose trust in leadership. Standards start to look selective and unfair.
Culture – One high-achieving bully can easily unravel a team. They disengage. They leave.
Risk – If leadership knew and did nothing, it is not just a cultural issue. It could be a legal one.
Retention of Real Talent – Your most principled, dependable people are often the first to walk when they see bad behavior rewarded.
In one case, there were over ten separate complaints in a six-month period about a single manager. The reports described verbal intimidation, public shaming of staff, and retaliation against dissenting voices. We were brought in by the company to advise on how to address the situation and recommend next steps. While no formal code of conduct had been enforced at the time, the allegations, if validated, would have violated core leadership and behavioral expectations. We met with the organization’s leadership numerous times, offering specific, practical steps to address the behavior. Each time, we were met with excuses.
The manager was considered their top performer, regularly praised by senior leaders and credited with elevating the company’s profile. But the accolades were built on the work of others. Staff were producing the results, often under pressure and in fear, while the manager claimed the spotlight.
Instead of intervening in a meaningful way early on, the manager was initially rewarded with continued recognition and support. Over time, and through ongoing conversations, their leadership began to acknowledge the manager’s negative impact—a critical shift. However, the overall cost to the organization was steep: complete turnover in that unit. Once all the talent left, the illusion fell apart. The manager, like the emperor, had no clothes.
While the discipline decision rested with the manager’s direct leadership, and there was no internal process to elevate or override that judgment, we did help implement more routine feedback sessions between the manager and their leadership. This was a step toward restoring accountability and structure.
The fallout extended beyond the manager. The workforce lost trust in the manager’s leaders as well, viewing them as either unwilling or unable to lead. Their credibility was damaged, and their inaction came to define them.
So, what should you do?
• Set and reinforce behavior standards early, including for top performers
• Address issues directly. Do not let success excuse silence
• Document patterns, not just isolated incidents
• Be prepared to act, even if it means losing someone with strong output. Long-term health matters more than short-term wins
At Faro Point, we have seen what happens when bad behavior is tolerated for too long. The damage is not just interpersonal, it becomes institutional.
We partner with organizations to intervene before that damage takes root. Whether we’re conducting an inquiry, advising leadership on cultural repair, or helping implement systems for accountability, our work is grounded in one belief: Great performance does not excuse bad behavior. In fact, the higher someone rises, the more their conduct shapes your culture.
You do not have to choose between excellence and accountability. You can and should expect both.
