Choosing Between Top Performers and Values

In every organisation, we as leaders are making decisions that directly shape the culture of our teams. One of the most difficult situations is when a top performer—someone who consistently gets the job done—engages in behaviours that clash with our company and team values. It can be tempting to overlook these instances for the sake of results, but we must recognise that by allowing this behaviour, we are making a choice that prioritises outcomes over the integrity of our workplace culture. 

In Evolved Leader we have talked about accountability before, this time we are exploring the balance between retaining high performers with problematic behaviours and creating a culture of accountability that aligns with your values. We’ll also dive into the messaging behind these choices and reflect on what you could lose versus what you stand to gain.

The Dilemma: High Performance vs. Core Values

High performers who don’t align with company values present a complex challenge. On one hand, their contributions are valuable in terms of productivity and hitting your KPI’s. On the other hand, their behaviours can be toxic, undermining team cohesion, eroding trust, and setting a precedent for what is acceptable within your organisation and your team.

Why Do We As Leaders Let This Happen?  The answer has a lot to do with the culture we operate within.  The two biggest reasons usually are a fear of  lost productivity, and a short-term focus.

I call it the “we can’t afford to lose them” conundrum.  The immediate loss of a top performer can create anxiety about missed deadlines, decreased output, or loss of expertise, particularly if you don’t have someone ready to step up into their role. This fear often keeps us from addressing behaviours head-on and making some hard decisions.

Then there’s the short-term focus which means we prioritise the "now" and overlook the broader implications for team morale and long-term performance. The desire to deliver against your targets can eclipse the need for sustainable and healthy workplace dynamics.

The Consequences of Choosing Outcomes Over Behaviours When you choose to keep a high performer who engages in behaviours misaligned with your values, you’re making a conscious decision to prioritise results over culture. Yes, you are making a choice.  And this choice comes with significant consequences:

Your team knows when certain behaviours are not being addressed. Allowing a high performer to remain unchecked sends the message to others that performance outweighs principles. Team members may start to question whether the company truly upholds its values or if they are just for show.

Allowing one person to act outside your values, creates an uneven playing field. Once there is a perception that there are different rules for different people, you open the door to resentment, decreased morale, and ultimately, disengagement.

Culture is a reflection of collective behaviour. Allowing one individual to consistently act in a way that contradicts company values sets a precedent. It shows that cultural standards are negotiable if the output is high enough, which can lead to others adopting similar behaviours.  Once this happens, where do you go from here?

The Real Cost: What You Stand to Lose

So what is the potential cost of this choice?

Don’t expect to keep your best talent.  When values are compromised, team members who align with the company’s culture and values can become disillusioned and seek opportunities elsewhere. This can lead to an exodus of employees who value integrity, collaboration, and respect.

When is a team really a team?  A team that operates under inconsistent standards will struggle to collaborate effectively. Distrust and lack of alignment can create silos and reduce cooperation, turning your team into a bunch of people who merely work together.

Toxic behaviours can sow discord that impacts long-term productivity. If trust and collaboration falter, performance can slowly deteriorate.

Short Term Pain = Long Term Gain

While the immediate loss of a top performer might seem detrimental in the short term, upholding your company and team values can lead to significant benefits over the short and long term.

Holding everyone accountable to the same standards, reinforces the message that behaviours and values matter. This builds trust and loyalty among team members who appreciate working in a consistent environment and value fairness (and let’s face it, who doesn’t?).  A healthy culture leads to higher engagement and motivation. Teams that trust each other and their leaders are more likely to collaborate effectively, innovate, and maintain long-term productivity.

When it comes to the war on talent, people talk and reputation counts.  Workplaces known for their strong culture attract like-minded talent. When your values are more than just words, you build a reputation that draws individuals who align with those principles.

What Choices Are You Making Right Now?

If you’re currently grappling with whether to address a top performer’s problematic behaviour, or you know there’s some unhealthy habits that have been ignored for too long, take a moment to reflect:

• What Message Are You Sending? What are you implicitly telling your team about what is most important? Are you willing to let one person’s output overshadow your commitment to the team’s collective well-being?
• Are You Modelling Accountability? Leaders set the tone for what is acceptable. If you choose not to create accountability, you’re modelling that values are flexible and performance outweighs poor behaviour.
• What is it costing you?

If you choose to prioritise behaviours and create accountability, here’s how to start communicating that change:

• Frame It as creating shared success: Upholding our values helps us work better together and maintain an environment where everyone can thrive and set us up for sustained success.

• Understand what accountability means to your team: Accountability means being consistent about holding everyone to the same standard, no matter their role or contributions. 

Balancing the need to retain high performers with the necessity of upholding company values is one of the most critical decisions a leader can make. It’s essential to recognise that choosing to overlook behaviours is a choice to prioritise results over culture, with potential long-term consequences that may not be immediately visible. By choosing to address these behaviours and reinforce a culture of accountability, you may risk losing an individual, but you stand to gain a stronger, more unified team capable of sustainable success.

Remember, leadership means having the courage to make difficult decisions for the good of the whole, even when it involves tough conversations and potentially losing talent in the short term. The long-term gain—trust, alignment, and a resilient culture—will always outweigh the immediate cost.