# Ask the Business Coach: Navigating High Performance with Poor Behaviour
**Summary:** In the latest edition of ‘Ask the Business Coach’, Royston Guest tackles the dilemma of having a high-performing employee whose behaviour undermines team dynamics. This article explores the balance between individual performance and team cohesion, offering insights for leaders on how to manage such situations effectively.
## The Dilemma of High Performance vs. Team Cohesion
In the world of business, the phrase “high performer” often evokes images of a superstar employee who consistently exceeds targets and drives results. However, what happens when that same individual exhibits poor behaviour and fails to play nicely with others? This conundrum is not just a minor inconvenience; it can have significant repercussions on team morale and overall productivity.
Royston Guest, a leading Business Growth Coach and the CEO/Founder of Pathways Global, sheds light on this pressing issue in the latest column of ‘Ask the Business Coach’. He emphasises that while individual performance is crucial, it should not come at the expense of team dynamics.
### The WHAT and the HOW
Guest introduces a valuable framework for assessing employee performance, which he refers to as THE WHAT and THE HOW.
– **THE WHAT** pertains to the tangible results an employee delivers. This includes meeting targets, completing projects on time, and contributing to the bottom line. In essence, it’s about whether the job gets done and how well it is executed.
– **THE HOW**, on the other hand, focuses on the values and behaviours an employee demonstrates while achieving those results. Are they collaborative? Do they communicate effectively? Are they respectful to their colleagues? This aspect is often overlooked but is equally important in fostering a healthy work environment.
### The Impact of Poor Behaviour
When a high performer exhibits poor behaviour, it can create a toxic atmosphere that stifles collaboration and innovation. Team members may feel demotivated, undervalued, or even bullied, leading to decreased productivity and increased turnover.
Guest argues that leaders must address these behavioural issues head-on. Ignoring them in favour of short-term gains can lead to long-term damage, not just to team morale but also to the organisation’s reputation.
### Strategies for Leaders
So, what can leaders do when faced with this challenging situation? Guest offers several strategies:
1. **Open Communication**: Initiate a candid conversation with the high performer. Discuss the observed behaviours and their impact on the team. This should be framed as a constructive dialogue rather than a confrontation.
2. **Set Clear Expectations**: Clearly outline the behaviours that are expected within the team. This includes not only performance metrics but also interpersonal skills and teamwork.
3. **Provide Support**: Sometimes, poor behaviour stems from external pressures or personal issues. Offering support, whether through coaching or counselling, can help the individual realign their focus.
4. **Monitor Progress**: After addressing the issue, keep an eye on the individual’s behaviour. Regular check-ins can help reinforce positive changes and ensure that the team environment remains healthy.
5. **Be Prepared to Make Tough Decisions**: If the behaviour does not improve despite your best efforts, it may be necessary to consider whether the individual is a good fit for the team. High performance should not excuse poor behaviour indefinitely.
## The NSFW Perspective
In the context of Jersey, where the business landscape is often influenced by a close-knit community, the implications of high performers with poor behaviours can be particularly pronounced. The Channel Islands are known for their strong emphasis on teamwork and collaboration, especially in sectors like finance and tourism.
As local businesses navigate the challenges of a post-pandemic economy, fostering a positive workplace culture is more critical than ever. Leaders must recognise that while individual achievements are commendable, they should not overshadow the importance of teamwork and mutual respect.
Moreover, the Jersey government’s recent focus on economic recovery and growth should also consider the health of workplace environments. After all, a thriving economy is built on the foundation of strong, cohesive teams.
In conclusion, as Royston Guest aptly points out, the balance between THE WHAT and THE HOW is essential for sustainable success. High performance is undoubtedly valuable, but it should never come at the cost of team cohesion. Leaders in Jersey and beyond must take a proactive approach to ensure that their teams are not only achieving results but doing so in a manner that fosters respect, collaboration, and a positive workplace culture.
In the end, it’s not just about getting the job done; it’s about how we get it done together. And that, dear readers, is a lesson worth taking to heart.
