5 Steps to Take To Deal With a “High Performing Jerk” in the Workplace

Let’s start by defining what a “High Performing Jerk” is...

A “High Performing Jerk” is an individual in the workplace who consistently achieves exceptional results while exhibiting toxic behaviors that are affecting team morale. External facing interactions are likely positive. (Oftentimes, clients and customers think this individual is stellar!) Some internal workplace behaviors that a high-performing jerk may exhibit could be any of the following:

• Inflexibility
• Abrasive, condescending, dismissive communication
• Creates a hostile or psychologically unsafe work environment for those around them
• Having a “my way or the highway” attitude
• General lack of empathy and understanding towards others
• Resistant to feedback
• Defensive and believes that their success exempts them from accountability
• Motivated by personal ambition and recognition, prioritizing their achievements over collaboration or team success

Although a high-performing jerk may apologize for their behavior, their unhealthy patterns often persist. And while their contributions can drive organizational success, the long-term dysfunction and increased turnover they create often outweighs any gains. If you find yourself dealing with a high-performing jerk, we’ll share 5 steps to address the situation effectively:

1. Document the Behavior

The first step in managing a high-performing jerk is to document their behavior. This means keeping a detailed record of specific instances where their actions or words have negatively impacted the team or the work environment. We recommend logging this in a Google Doc so it can easily be shared with HR or other appropriate parties as needed. In that documentation, be sure to include the following:

• Date and Time: When did the incident(s) occur?
• Nature of the Behavior: What exactly did they say or do that was problematic? (EXPEDITION HR PRO TIP: When possible, use quotes in documentation, and so that when you speak with them, they have a specific example of something they said that was problematic.)
• Impact on Others: How did/does their behavior affect team dynamics or morale? Using as many specifics as possible will be the most effective.

Having a clear and objective account of their behavior will serve as a critical foundation for any conversations you have with them. Documentation can also help you identify patterns and determine if their behavior is a recurring issue. 

For more information on documenting employee performance issues and concerns, read more in our recent blogs:

Navigating 'Peaks and Valleys' with an Employee's Performance

3 Steps to Take When an Employee’s Performance Is Just "So-So"

5 Steps to Take to Manage an Ongoing Performance Problem

2. Assess Alignment with Company Values

Once you’ve documented the behaviors, the next step is to assess whether those behaviors align with your organization’s core values. Don’t have Core Values? Here are the steps to get values in place. Take a moment to reflect on the following:

Does their behavior align with or go against your values?

If their actions are misaligned with company values, it’s essential to recognize that this is a significant concern that must be addressed. As Jim Collins talks about in his book, Good to Great, our best people are the “right people” in the “right seat” in our organization… the term “right people” refers to those who are a culture fit. The culture of your organization depends on the commitment of every employee to uphold these values – so you have an important decision to make here since letting this values piece go unaddressed can have a detrimental effect on your organizational culture.

3. Determine Appropriate Action*

Now, you’re at the point where you need to decide whether the high-performing jerk's behavior warrants a disciplinary warning or a at a minimum a documented coaching session.

Read the blog: A Better Way to Offer Feedback and Coaching to Your Employees 

Or, maybe you want to wait a bit to ensure you have solid examples to use when you speak with the employee. (In that case, just remember that letting this go unaddressed may cause bigger issues…) Consulting with your HR department can provide additional perspective on how to handle this situation.* Some factors in this step to consider include:

• Severity and Frequency of the Behavior: Is this a one-time occurrence or a pattern? (Refer back to your documentation.)
• Impact on Team Dynamics: Are other team members expressing concerns about this individual? How often? What are the specific issues brought forward?
• Previous Feedback: Has this person received prior feedback about similar behaviors? (We recommend a written warning if this person has already been spoken to and still not understanding what behaviors are problematic and are failing to improve. If this is the first time you are speaking with them, a documented coaching session or a written warning may be appropriate based on the severity of the issues.

Regardless of the action you take, it’s crucial to form a plan to communicate with this employee that their behavior is not acceptable and must change moving forward.

Read the blog: 10 Most Common Communication Problems in the Workplace and What to Do About Them

4. Address the Behaviors With the “Jerk”

Having documented the behaviors, assessed their alignment with company values, and determined what action you see most appropriate – it may be time to have a direct conversation with the high-performing jerk. Approach this meeting with a focus.

Here are some tips for making this conversation effective:

• Use Specific Examples: Reference your documentation to illustrate the exact specific behaviors you’ve observed. Remember: Vague feedback gets vague results!
• Craft a Structured Conversation 

Grab the book, Conquer Sticky Situations: A Fresh and Empowering Approach to Tough Talks at Work and In Life, to learn our exact formula for having a tough talk.

Read the Blog: 5-Step Formula for Workplace Conflict Resolution

• Stay Kind and Professional ALWAYS: Our mantra at Expedition HR is – “Be direct. Be kind. Be professional." We believe that you can be all three in any conversation. Maintain a calm and respectful tone to avoid escalating the situation… and know that you can (and should) pause and revisit if things get heated despite your calm tone... since high-performing jerks can often be reactive and defensive.
• Encourage Reflection: Ask them how they perceive their interactions with team members and if they’re aware of the impact of their behavior. Ask them questions like, “What ideas do you have to improve the situation with team morale?” You can also ask them to think about it and set a follow up meeting where you will discuss things to try moving forward.

This conversation is not only about addressing the negative behaviors but also about maintaining a relationship with the employee and helping them develop better self-awareness. Acknowledge their contributions sincerely while emphasizing that success must come with a positive impact on the team. 

5. Evaluate Long-Term Fit

After you meet with the employee, you’ll likely have a good sense about if they are capable of developing their self-awareness skills… or not... based on how receptive they were during your meeting here you addressed the concerns. At this point, you’ll likely be able to answer the question, “Are they are long-term fit here?” This can be a challenging question, especially if they consistently deliver strong results. Consider the following:

• Are their contributions worth the impact of their behavior on team morale?
• Do you believe they are capable of changing their behavior to align with company values?
• Is there a risk of losing other valuable team members due to their presence?

If you determine that their toxic behavior won't likely change, it may be necessary to consider parting ways. DO NOT move them to another part of the organization – as the behaviors will very likely rear their ugly head there too. Choosing to retain a high-performing jerk can lead to a toxic work environment that can (and very likely will) damage your organization's long-term culture and reputation.

Read the Blog: How to Fire Someone in 6 Steps 

Conclusion

Managing a high-performing jerk in the workplace requires a careful, structured approach – and it is not easy. By documenting the behavior, assessing alignment with company values, taking appropriate action, and evaluating this person’s long-term fit, you can navigate this challenging situation effectively.  By taking these steps, you can also foster an environment that promotes professional, kind and direct feedback, collaboration, respect, and shared success.

*We are experts at handling these types of “sticky situations.” We can help you through support we provide in the HR Subscription where you receive unlimited (yes, really!) phone, video call, email, and Voxer messaging support – as well as all the resources you need (forms, checklists, video tutorials, and so much more). To learn more about becoming an Expedition HR Subscriber, schedule a free call or learn more on our Expedition HR website.