If your staff member delivers results but has a consistently bad attitude, you’re dealing with a classic performance management challenge: high output paired with low emotional intelligence or poor behavior. Left unaddressed, this can poison team morale and undermine your leadership.
Here’s how to handle it strategically and fairly:
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✅ Key Principle: Attitude is Performance
Even if her outputs are good, behavior, teamwork, and professionalism are core components of performance. It’s valid to address them—even essential.
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1. Define What “Bad Attitude” Means in Clear, Observable Terms
Avoid labeling it as just a “bad attitude.” That feels personal and subjective.
Instead, translate it into specific behaviors, such as:
• Frequent eye-rolling or sarcasm in meetings.
• Dismissing others’ ideas or dominating discussions.
• Withdrawing from collaboration.
• Speaking to colleagues disrespectfully.
• Undermining your leadership through passive resistance.
➡️ This makes the feedback objective and harder to dispute.
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2. Tie Behavior to Team Culture and Impact
Frame the conversation around team norms, values, and the ripple effect:
“I appreciate that your work gets done on time and at a high level. That said, how we work together matters just as much. I’ve noticed behaviors that are affecting team morale and collaboration—like [example]. When that happens, it makes others hesitant to speak up or creates tension that hurts team effectiveness.”
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3. Separate the Person from the Behavior
This helps reduce defensiveness:
“I’m not questioning your competence or results. This is about how we show up as part of a team, and how that affects others.”
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4. Clarify Expectations Around Behavior
Make clear that professional conduct is non-negotiable:
“Part of performance in this team includes respectful collaboration, openness to others’ input, and maintaining a positive tone—even under pressure.”
If your company has a values statement or code of conduct, refer to it.
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5. Offer Support But Set Boundaries
You can say:
“If there’s something behind your frustration or stress, I’m happy to hear it and support you. But the current tone is not sustainable, and it needs to change.”
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6. Document and Track Progress
If behavior doesn’t improve:
• Start documenting incidents (dates, behavior, impact).
• Consider informal coaching first, then move to a formal warning or performance plan focused on behavior.
• Involve HR if needed to avoid legal or reputational risks.
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🧩 Optional Strategy: Use Peer Feedback (Carefully)
If appropriate in your culture, 360 feedback can help the staff member see that the issue isn’t just your opinion.
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🔥 Bonus: Reframe the “Toxic High Performer” Paradigm
Remind yourself—and her, if necessary—that results alone don’t excuse toxic behavior.
“I want you to keep succeeding here—but not at the cost of the team. We value high standards, and that includes how we treat one another.”