Toxic High Performers: The Leadership Dilemma No One Wants to Face

Happy Wednesday!

Welcome to Leadership Unscripted. Each edition, we share 1 Case Study, 1 Framework, 1 Question. These are real moments and practical strategies for rethinking your approach to leadership.

Let’s dive in.

Irene was a Senior Director at a fast-scaling FinTech company—highly regarded for her industry expertise, strategic thinking, and ability to close complex deals.

On paper, she was the definition of success.

Her numbers were unmatched. She negotiated some of the company’s biggest contracts. Her name was consistently brought up in executive meetings.

But something was off.

Her team was quiet in meetings when she was present. New hires were hesitant to contribute. And when a top analyst resigned, they cited “a lack of psychological safety” as their reason for leaving.

This was not the first time leadership heard this. Now, they needed to take a closer look at what was happening. Irene’s performance was stellar, but the cost? Low morale, distrust, stifled innovation, and a culture of fear.

She was the kind of leader people worked around, not with.

When Irene’s direct reports were asked privately what working with her was like, the same themes surfaced:

• Brilliant, but impossible to challenge.

• Sharp, but dismissive.

• Results-driven, but indifferent to the team’s experience and knowledge.

The company had a choice: keep rewarding Irene’s performance while the team, and ultimately the organization, suffered—or make a leadership decision.

They sat down with Irene for a tough and very necessary conversation. She was given the option to either commit to improving her leadership approach—with executive coaching and accountability—or step out of the role.

She chose to stay and committed to executive coaching and team alignment sessions. Over the next six months her leadership transformed. The shift was evident and it wasn’t just about soft skills—it was about self-awareness and leadership poise, presence, and perspective.  Ava recognized and accepted that leadership is measured not just by output, but by the success and collaboration of the team.

And the ripple effect? Employee retention improved, trust increased, there was more communication, and engagement scores in her department jumped by 24%.

Because high performance should never come at the cost of a healthy culture.

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1 Framework

The “Toxic Tolerance” Test

What if your organization faced the same situation with a leader like Irene?  What would you do? If you’re unsure whether a high performer is contributing to or eroding your team’s success, consider these steps to identify the problem?

1. How might you gather information and insights from the team?

2. If every employee behaved like them, in what ways would the culture improve or deteriorate?

3. Would you rehire this person if they left tomorrow? Why or why not?

4. How do you elevate others—or is their success a solo sport?

If their impact is net negative, performance alone isn’t enough to justify their place on the team.

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1 Question

Great cultures are built by what leaders tolerate. 👉 What’s one behavior you’ve been excusing in a high performer that you wouldn’t accept from anyone else, and why? 

More to Think About:

• Toxic high performers don’t just create friction; they stunt the growth of rising stars.

• Companies don’t lose great employees because of strategy; they lose them because of the behavior they allow to continue.

• Letting go of one toxic individual can unlock the potential of an entire team.

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Let’s Keep the Conversation Going

Have you ever had to navigate this kind of decision? What helped you make the call? Hit reply and share your insights.

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Because all it takes is one bold move to shatter barriers, inspire your team, and make your mark.