The Leader Mindset #19

Hi everyone,

Thank you for coming back to my weekly newsletter discussing leadership, business and talent management.

If you enjoy the content, please share it with others in your network or organization. I am passionate about making leadership a differentiator for everyone.

If curious, check out my other content:

The Hardest Decision a Leader Has to Make – Firing the High-Performing Culture Killer

A client recently started our coaching session visibly frustrated.
“They’re yelling at our support staff again,” she said. “Another team member just told me they won’t work with them anymore. I can’t believe I’m still dealing with this. I’ve given so much feedback; I sound like a broken record.”

She paused, looked at me, and added, “But they’re our top producer, way ahead of everyone else. My boss loves the results. I feel completely boxed in. If I fire this person, it’d be a massive risk for the company and for me. What do you think I should do?”

I asked her, “What’s really holding you back?”

She didn’t hesitate. “I don’t know if we can replace their production in the short term. It could hurt the business. Not to mention, it could hurt my reputation—I’m the one who hired them.”

This situation isn’t rare. In fact, it’s the hardest, most gut-wrenching decision a leader can face: deciding whether to fire a high performer who’s killing your culture. If you’re thinking, “It can’t be that hard—just get rid of them. Culture matters more than any one person,”

I’ll be blunt: that’s easier said than done. The stakes feel sky-high when someone’s results prop up your team’s numbers, and the pressure from above—or within—can make you second-guess yourself.

Yet, as tempting as it is to focus on those numbers, ignoring the problem comes at a steep cost. Let’s unpack why this decision is so tough and how you can navigate it with confidence.

The Myth of Containment

Consider this example I recently encountered. The department’s star developer delivered code faster than anyone, but his abrasive attitude alienated the team. Deadlines were met, but collaboration tanked. Two junior developers quit, citing his behavior, and others stopped sharing ideas, fearing criticism. I asked the leader what he was going to do about it? He gave a common response; I will put him on some individual projects to help isolate him from the rest of the team. I think this will help.

Leaders often rationalize keeping a toxic high performer, convincing themselves the situation is manageable:

• “I can coach them out of it.”

• “It’s not as bad as it seems.”

• “Let’s buffer them from the rest of the team.”

• “Maybe we should wait—things could get better.”

These are Band-Aids, not solutions. You might limit the visible damage temporarily, but the effect on team culture is already spreading. It shows up in subtle ways: the eye rolls in meetings, the tense silence after a heated exchange, the slow disengagement of once-engaged team members who realize toxic behavior gets a pass as long as the numbers shine.

Answering the Critical Question

Yes, this decision feels daunting. There’s risk, uncertainty, and pressure from above. But step back, and the path often becomes clearer. Deep down, most leaders already know what they need to do. To confirm your instincts, reflect on these questions:

• What kind of team are you building? Does this person fit with that future?

• What message does it send to the rest of the team if you keep this person?

• If nothing changes, how long can you tolerate their current impact?

• If this person weren’t on your team, would you hire them today?

Most leaders find these questions cut through the noise. Often, the decision has been delayed too long, and it’s time to act.

Navigating the Conversation with Your Boss

Sometimes the toughest part isn’t making the call—it’s getting buy-in from above, especially when your boss is dazzled by short-term results. Here’s how to make your case:

• Be objective and specific. Bring data: team engagement scores, turnover trends, complaints, or declining collaboration. Show what’s happening beneath the surface.

• Connect behavior to business outcomes. “We’ve lost two high-potential employees this year, and both pointed to this person as a reason.” That’s not a personality clash—it’s a performance risk.

• Present a plan. Don’t just raise the problem. Outline how you’ll redistribute work, coach up others, or approach hiring. Show you’re leading, not reacting.

Preparing for the transition is key. Identify team members ready to step up, even if they don’t match the high performer’s output yet. Invest in training or temporary support to bridge the gap. One leader I coached redistributed the toxic performer’s responsibilities across two promising team members, who rose to the challenge and surpassed expectations within months. The team’s morale soared, proving the decision paid off faster than anticipated.

The Bottom Line: Culture Is the Strategy

Firing a top performer is painful. It invites scrutiny and carries risk. Keeping someone who undermines your values, disrespects others, or poisons the work environment is a far greater threat. The best teams deliver results through trust, respect, and collaboration. That only happens when leaders draw a hard line: no one is above the culture. Yes, there may be a short-term dip, but great leaders aren’t just managing today—they’re building tomorrow’s foundation.

Have the courage to let go of the wrong person, even if they’re your best on paper. Your team, your culture, and your credibility will thank you.

Free Resouces

Take Your Succession Planning to the Next Level: Six Questions Your Organization Must Answer (White Paper)

Free Webinar

Register Here: https://events.teams.microsoft.com/event/5188bdd8-447f-43b0-aa20-efe4abf7b800@b1563aa9-779c-43c4-a3b8-29400ca86ff1

Most succession plans look great—until they’re needed.
And in today’s world of exponential change, even the best plans can fall short.

Join us for a free 60-minute webinar:
Succession Planning in the Exponential Age
📅Tuesday, August 5
🕛11:00 AM CT
🎯Designed for HR, OD, and senior leaders

Andy Noon, PhD

Sent the article? Subscribe for free.

Interested in learning more about our solutions? check them out.

Thanks for reading and look forward to seeing you again next week.

Andy