Every HR professional eventually faces this uncomfortable dilemma: a high performer — someone who consistently drives results — violates a value, disrespects a colleague, or breaks a rule. The question isn’t just what to do about the incident. It’s: how far will the company go to protect performance over principles?
Let’s be honest. In many organizations, success shields behavior. When top performers cross ethical boundaries, their behavior is often brushed aside as “difficult genius,” “alpha energy,” or “just how they are.” But culture isn’t built by what you celebrate — it’s defined by what you’re willing to tolerate.
When a star performer behaves badly, HR has to take a stand that goes beyond policy — it becomes a cultural decision. Because every time silence follows misconduct, the message to the team is clear: results matter more than respect.
But it’s not always simple. These employees often have influence. They’re close to leadership. Letting them go might mean lost revenue or disruption. Still, what’s the cost of keeping them? Disengaged teammates, eroded trust, quiet quitting — and in time, the departure of people who refuse to work in a place where values only apply to some.
HR must lead these conversations boldly. Begin by documenting behavior objectively — not as an attack, but as accountability. Engage leadership in discussing not just performance KPIs, but cultural impact. Make it clear: talent is valuable, but not at the expense of dignity or fairness.
Protecting culture means setting boundaries — even when it’s hard. Especially when it’s hard.
Because in the long run, people remember how you made them feel.
And no bonus is big enough to fix a broken workplace.
Every HR professional eventually faces this uncomfortable dilemma: a high performer — someone who consistently drives results — violates a value, disrespects a colleague, or breaks a rule. The question isn’t just what to do about the incident. It’s: how far will the company go to protect performance over principles?
Let’s be honest. In many organizations, success shields behavior. When top performers cross ethical boundaries, their behavior is often brushed aside as “difficult genius,” “alpha energy,” or “just how they are.” But culture isn’t built by what you celebrate — it’s defined by what you’re willing to tolerate.
When a star performer behaves badly, HR has to take a stand that goes beyond policy — it becomes a cultural decision. Because every time silence follows misconduct, the message to the team is clear: results matter more than respect.
But it’s not always simple. These employees often have influence. They’re close to leadership. Letting them go might mean lost revenue or disruption. Still, what’s the cost of keeping them? Disengaged teammates, eroded trust, quiet quitting — and in time, the departure of people who refuse to work in a place where values only apply to some.
HR must lead these conversations boldly. Begin by documenting behavior objectively — not as an attack, but as accountability. Engage leadership in discussing not just performance KPIs, but cultural impact. Make it clear: talent is valuable, but not at the expense of dignity or fairness.
Protecting culture means setting boundaries — even when it’s hard. Especially when it’s hard.
Because in the long run, people remember how you made them feel.
And no bonus is big enough to fix a broken workplace.
