So you have a Toxic team member… what's next?

I recently had an interesting discussion with a leader who had a team member who was a high-performer but displayed behavior that negatively impacted the team.? Toxic behavior is being called out increasingly, but that doesn’t make it easier to deal with. That’s why I have provided some practical steps you can take if you find yourself in a similar situation.

Is the person really toxic or just difficult?

A person does not have to be a high-performer to be considered toxic. The main indicator of a toxic person is their influence on other team members and, in general, the environment they are working in. Toxic team members drain the energy and put down other team members. By doing so, they reduce the team’s and even the organization's overall resilience, performance, and well-being.

Don’t confuse disruption with toxicity. Smart people who disrupt the status quo and the current way of working might be perceived as “Divas” since being disrupted is usually not a pleasant experience. The difference here is that those individuals' aspirations are professional and come from a place of passion, and their influence on others promotes new ways of thinking. Those individuals might need support in communication and coaching, but they can create tremendous value.?

Toxic people who deliver

You might find yourself dealing with a toxic person who is highly valued for their ability to deliver. In those cases, it’s important to think about the overall and long-term success of the organization. Sustainable success cannot be dependent on any specific individual. Especially if the person's effect on the overall organization negates the benefits they create directly from their work.

Do you need to redefine your definition of success and performance?

On paper, a “high-performing” individual looks great - they smash their targets, close the deals, and continually deliver, But when their success is at the expense of others, a toxic environment may very quickly develop. If you define individuals as “high-performing” only based on their ability to deliver, you might create an environment that prompts toxicity, where the success of one can be at the expense of another; usually, in those cases, we promote individuals and behaviors that will harm the overall results of the organization (they get what they need to do done but disrupt the work of others resulting in an overall under-performance of the organization). Consider redefining performance, including elements that positively affect the person’s environment and other people and teams with whom they collaborate.

Moreover, consider the following: due to their stronger influence skills, an effective toxic person is more dangerous than one that cannot get things done.

“Don't you know that you're toxic?” B.Spears?2003

Are they coachable?

One of the critical factors in a manager’s decision regarding handling toxic team members should be the realistic chance that the person will change their behavior. Ask yourself:

1. Are they genuinely using your feedback to reflect on their impact on others?
2. Do they take responsibility for their actions, or are they re-directing the problems to other factors/people?
3. Do you see tangible change in their behavior, language, and attitude following the feedback you shared?
4. Do they care/show empathy for the success of other team members or the team?

Toxic but Coachable

If you believe the person is coachable following your evaluation, you have a chance to resolve the issue while contributing to the person’s own growth and development. Toxicity can be a reaction to different struggles. They might be dissatisfied with their role or career development or suffer mental health issues. Combined with charismatic personalities, they can create a situation in which the person is influencing others and spreading their frustrations to others. As a leader, you can consider the following:

1. Discuss with the person to understand the sources of their frustrations
2. Providing support through career advice and coaching or, in cases of mental health issues or stress, appropriate support or change in the work environment can help
3. Provide feedback and create awareness of their influence on others - many do not realize their impact; make sure to explain your expectations and describe it as a chance to have more of a positive impact going forward.

What if they are not coachable??

If you conclude that the person is not coachable, you should consider removing them from the team and organization. As a leader, you have a responsibility, not only for the individual but also for other team members, the organization's success, and your well-being, as dealing with toxic personalities can impact your performance and stress levels.

Consider the following steps:

1. Separate them from others to limit their impact on the team.
2. Document disruptive behaviors, and provide immediate feedback.
3. Ensure they understand the consequences of their behaviors.
4. Protect your well-being - ensure the person is not draining your energy or taking too much of your time. Limit the time you invest in handling the individual by involving others (such as HR) to support you with the process.

Make sure you invest more in supporting the other team members. Show the team that performing well includes both an element of delivering what needs to be delivered and doing so in a positive, respectful, and collaborative way.

I hope the above is helpful for any of you who are in similar situations. What is your experience in those situations? Please share with me your thoughts and feedback.

Special thanks to Monika H. for collaborating on this article.

#leadership #management #culture #teamcollaboration #teamculture #toxicity