Every organization has faced this dilemma at some point - a high performer who delivers exceptional results but leaves a trail of conflict, tension, and frustration in their wake. They might be the top salesperson, the most knowledgeable engineer, or the leader who “gets things done” no matter the cost. On paper, they’re invaluable. But beneath the surface, their behavior erodes trust, morale, and engagement.
At SuccessionHR, we call this the “talented terror” problem - when an organization chooses to hold onto a difficult but high-performing individual, often under the belief that their skills outweigh the disruption they cause. The truth? That decision almost always costs more than it saves.
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1. Culture Corrosion
A single individual can quietly undermine a culture of collaboration and respect. When others see poor behavior tolerated because of performance, it sends a clear message: results matter more than people. Over time, that erodes psychological safety and trust, which are two of the strongest predictors of engagement and retention.
2. Talent Drain
High performers who value teamwork often won’t stay where toxicity thrives. The most capable employees start looking for environments where their effort and respect are reciprocated. You may retain one “star,” but lose several quiet leaders who sustain your organization day-to-day.
3. Leadership Credibility
When leaders fail to address the behavior of a talented terror, it diminishes their credibility. Employees begin to question whether accountability truly applies to everyone or just some. That’s a leadership brand issue, not just an HR one.
Leaders often justify keeping a talented terror with phrases like:
In reality, those statements reflect short-term thinking. The productivity or revenue one person generates rarely offsets the cultural, relational, and reputational costs that follow.
If you find your organization in this situation, it’s not too late to course-correct. Here’s how to start:
1. Name the Behavior, Not the Person
Focus conversations on the impact of behavior, not intent or personality. Be clear about the specific actions that are damaging the team dynamic and how they conflict with organizational values.
2. Reinforce What’s Non-Negotiable
High performance and strong character must coexist. Establish clear expectations that behavioral alignment is as critical as hitting targets. Recognize and reward those who model both.
3. Provide Support But Set Boundaries
Some talented terrors can change with the right coaching, feedback, and accountability. Offer development opportunities, but make it clear that continued employment depends on progress.
4. Strengthen Leadership Courage
Equip leaders with the confidence and tools to address toxic behavior early, not after years of damage. HR can play a crucial role here in setting expectations and modeling accountability.
Holding onto a talented terror might feel like the safe choice but it’s often the costliest one. Organizations that prioritize how work gets done, not just what gets done, create environments where performance and culture reinforce each other.
In the long run, no one person is worth compromising the trust and integrity that sustain your organization.
