How To Handle Toxic High Performers
541
Published 2024-03-04
The essence of the problem, often encountered in modern workplaces, is the misconception that one can excel in their role without effectively collaborating with their team. Contrary to this belief, the reality is that almost every job today is a team endeavor. Thus, the idea that someone can be considered a top performer while failing to contribute positively to team dynamics is misleading. In fact, it presents a false dichotomy between individual achievement and team synergy.
Addressing this issue requires a two-pronged approach. The first step is to redefine what it means to be a "high performer." It's crucial to communicate that true high performance is not just about individual achievements but also includes being a proactive and constructive team player. This redefinition helps set clear expectations and standards for what is valued and rewarded within the team.
The second step involves identifying and communicating the specific behaviors that exemplify good teamwork. This clarity allows the individual in question to understand precisely what is expected of them in terms of contributing to a positive team environment. High performers, by their nature, are driven to meet and exceed expectations. By clearly outlining what those expectations are, in terms of team engagement and support, you provide them with a roadmap to not only achieve individual success but to enhance their role within the team significantly.
Ultimately, the goal is to guide high performers to understand that their individual success is intrinsically linked to the success of their team. By doing so, they can shift their focus from solely achieving personal milestones to also uplifting their team, thereby becoming invaluable members of the workforce.
//ABOUT DAVID
One of the world’s leading business thinkers, David’s forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.
A skilled researcher and inspiring communicator, Dr. David Burkus is the bestselling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world’s top business thought leaders. His insights on leadership and teamwork have been featured in the Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS Mornings.
A former business school professor, David now works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David’s keynotes aren’t just entertaining and enlightening, they’re evidence-based an immensely practical–offering leaders at all levels a set of actionable takeaways they can implement immediately.
//CONNECT
+ LinkedIn: www.linkedin.com/in/davidburkus/
+ Twitter: www.twitter.com/davidburkus
+ Facebook: www.FB.com/DrDavidBurkus
+ Instagram: www.instagram.com/DavidBurkus
All Comments (4)
-
What if a high performer becomes toxic out of frustration because he or she is surrounded by team players who do not do or care to do their job?
-
A top performer can be a team player… as long as the others play their roles. An expert on the other hand is not team player. A team player depends/rely on others, a top performer will use others to excel. An expert is the asset. To rely on an expert is to rely on a wire; to rely on a team is a net. The expert brings high risks & rewards whereas a team brings satisfactory results. Think of it as private vs public organizations.
-
We had a highly skilled top performer but he despised every one else in the team who didn't have the same degree as him. He often back stab and spread nasty comments about people but because he a "highly skilled" individual the manager turn a blind eye of his comments.....even though this guy bad mouthed the boss cause he too was not educated as him. Definitely NOT a team player.
