Toxic high performers are charming

Musings 1 Minute

Picture this: Sonia, your star performer, the one you’ve pegged for a senior role, seemingly has it all. She tackles the toughest tasks with aplomb, consistently exceeding expectations.

You are surprised go see her 360-degree feedback: her team members and peers have a vastly different perspective. The feedback paints a troubling picture – Sonia is perceived as rude, dismissive, and solely focused on results, regardless of the consequences to her team.

Question to reflect:

  • Would you genuinely believe that Sonia may be demonstrating the toxic behaviors?
  • If yes, would you dare challenge your top performer? Is it even worth the risk?

Many high performers with toxic behaviours are adept at flying under the radar? How do they do it?

  1. Masterful upward management – presenting a façade of charm and amiability with the leaders that belies their true nature. This makes it challenging for leaders to reconcile the glowing reports with the damning feedback from their team.
  • The invaluable illusion – they excel at showcasing their successes while conveniently sweeping their failures under the rug. They develop a deep understanding on the needs / preferences of leaders and act in accordance.
  • Strategic alliances – cultivating relationships with key decision-makers and influencers across the organization. This network of support shields them from accountability and perpetuates their behavior.
  • Courtiers of loyalty – surround themselves with a few employees who are unwaveringly loyal, singing their praises and shielding them from criticism. This echo chamber reinforces their perception of infallibility.
  • Blind spots – leaders may harbor preconceived notions or biases about the capabilities of high performers, leading them to turn a blind eye to evidence of toxic behavior.

Toxic performers sow the seeds of discontent and disillusionment in the organization, driving away top talent and undermining organization cohesion in the long run.

The million-dollar question remains: Are leaders sensitive enough to identify and address toxic high performers?

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Published by Padma Rajeswari

At the outset, I would like to thank you for stopping by my Blog. I believe that there is nothing right or wrong in this world. What’s right in this moment and context may be wrong in another moment and context. This belief has inspired me to name my blog ‘Perspectives’. Perspectives is a platform for me to share my experiences, thoughts and perspectives on various subjects. You may have a different point of view. I look forward to hearing them, these are the triggers for rich and deep conversations. On personal front, I live in Mumbai, India. I love to read; Somerset Maugham and Nevil Shute are my favorite authors. My favorite books are The Razor’s Edge, Mrs. Craddock, Chequer Board and Gone with the Wind. I am thankful to my father who inculcated the habit of reading in me early on. I am also passionate about traveling, I have been to most parts of India and to several countries across the globe. On professional front, I work in Human Resources function. Over two and half decades, I have worked across multiple industries and cultures. I focus on Leadership Development, Talent Management, Visioning and Culture, Large-scale change, Employee Listening & Engagement, Employee Well-being, Inclusive work culture, HR effectiveness, Behavior and Mind-set shifts through sustained interventions I currently lead Organization Effectiveness Function for Aditya Birla Group, a $44.3 billion conglomerate with 120000 employees across 35 countries. I sincerely hope that you will enjoy reading my blog. I look forward to your thoughts and suggestions. Thank you!

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