Having an extremely high-performing “rockstar” employee who consistently exceeds expectations is a key asset to a team's success. However, what happens when these top performers have bad attitudes? Regardless of their great contributions, their difficult behavior can be detrimental to the team’s morale and create friction. For managers, the challenge is balancing the value of these influential team members while also fostering a positive workplace culture.

While an employee may be a ‘high performer’, poor behavior constitutes underperformance in their role and can lead to more significant negative effects on the rest of the team. Over time, other team members may question why this poor behavior is tolerated and cause resentment towards management for failing to address such attitudes. Overall, the high performance of an individual can outweigh their positive contributions to the team, ultimately providing a net negative impact on the organization as a whole. 

Given the large implications a negative employee can have on a team, it’s important to navigate these challenges appropriately. Approaching the situation without a presumption of malintent is a critical component to ensuring the employee doesn’t develop a defensive attitude, ultimately hindering a productive conversation. The toxic team member may not be aware of their poor attitude and the implications of their actions on the team as a whole. Facilitating an open and honest discussion about their attitude and strategies to improve is crucial to productively addressing concerns. 

Here are some strategies for navigating this conversation and devising an improvement plan: 

When initiating a conversation about a poor attitude it is important to focus on the specific problem at hand. Similar to a performance review, identify specific instances in which they ‘underperformed’ and avoid generalizations. Not referencing specific examples may not properly communicate what needs to be adjusted. 

If the poor behavior is a more recent development, see if there is an underlying source for this negative mindset. The team member might be experiencing challenges in their personal or professional life that are causing them to take out their frustrations on the team. Make sure to actively listen to the challenges they are facing and be prepared to help workshop solutions to any difficulties they have within the workplace. Team members are more likely to communicate concerns if they believe management will take their feedback into consideration and work towards solutions. 

After identifying the problem, setting clear expectations for further improvement and how adjustments to their attitude will have a positive impact on the team. Not only will a good attitude improve their performance, but will create a more positive workplace culture. Outline specific behavioral expectations including maintaining respect, collaborating with peers, and fostering a positive work environment. 

When communicating expectations, emphasize they are non-negotiable aspects of their role and are imperative to future success within the firm. By establishing that performance isn’t solely measured based on contributions but also by their attitude and interactions, managers can effectively set the tone for acceptable behavior. Overall, setting clear expectations provides a structure of behavior accountability while also recognizing the employee’s contributions. 

Collaborate on an action plan with specific steps they can take to improve their attitude. This communicates the importance of making changes and provides actionable implementation steps. Within this action plan, discuss strategies to shift their negative behavior to more positive alternatives such as productive outlets.

Negative behavior can often manifest due to frustrations that the toxic team member has with others on their team. Providing them with a productive outlet for negativity can work to redirect their emotions to positive solutions. An example of a productive outlet may be creating solutions for a team member who consistently voices frustrations to communicate their concerns directly with management.

Even with strategies in mind, it can be difficult to determine the best ways to handle a toxic team member. Discussing solutions with human resources can help gain an additional perspective on the situation and provide insights on alternative solutions with the firm. Other resources such as horizontal mentorship groups can give leaders a community to discuss these challenges and hear how other leaders handled similar situations. 

In addition to reaching out for support, proactively addressing poor behavior is a key preventative measure to reduce negative behavior in the workplace. Address concerning behavior immediately when it occurs or soon after to prevent continued issues. Waiting for individuals to adjust their behavior on their own accord often doesn’t work and allows for the negativity to continue. Furthermore, proactively addressing problems communicates that this behavior isn’t tolerated on the team nor within the firm, regardless of an employee's output. 

Proactively addressing poor behavior may also manifest through creating mechanisms for team members to share concerning experiences with other team members. Ensure all team members feel comfortable reporting behavioral issues and have the correct resources to communicate such concerns. 

While high performers may create a lot of value on a team, if they create a toxic environment they may be doing more harm than good. Addressing the problem and providing opportunities for growth gives them a chance to reflect on their behavior and make changes. However, if a team member is unable to adjust their attitude, consider alternative solutions including removal from the team. Even if a team member is a ‘rockstar’, they aren’t worth compromising the team as a whole. 

Luke is a dedicated team member, consistently performing well on his assigned tasks and developing strong working relationships with others on the team. Despite his exceptional performance, whenever his manager, Sarah, proposes opportunities for professional development he seems disinterested. Propositions for advancement through paid company programs for further education and conversations about future positions are frequently met with little enthusiasm. 

Sarah has worked closely with Luke for a number of years and wants to elevate Luke to the next level. Although Luke is a high performer, he needs to complete specific trainings in order to be considered for higher positions. With an opening for a position Luke would be well suited for, Sarah wants to motivate Luke to pursue development opportunities that would equip him for the role. 

While Luke is the ideal candidate and the company would prefer internal promotions, Sarah wonders if encouraging Luke to pursue a higher role is the best decision. Additionally, if Luke does transition to a new role, Sarah’s team would lose a valuable part of their team. As Luke has demonstrated disinterest in further advancement in the past, would he underperform if placed in this position? 

As a manager with vested interests in the success of their team members, it can be challenging to navigate situations where team members are disinterested in further advancement. Encouraging them to reach their full potential and pursue higher positions may appear to be the best solution, but an external hire might be more enthusiastic and well suited for the role. With such a complex situation at hand, Sarah must devise an approach to support Luke while also determining how to best fill the open position. She recognizes that some people have different Work Orientations and while some people are career oriented, meaning they are motivated by professional growth and learning new skills, not everyone is.

It’s essential to understand what motivates an employee and where they want their career to go. Some employees may have personal reasons for wanting to remain in their current position. Others might simply be comfortable with in their current role and have no desire for an increase in responsibility. 

Employees may also seem disinterested in further advancement due to fear of failure. Fear of failure is often a huge deterrent for individuals within their professional career. Loss aversion is a cognitive bias that describes ones nature to be more inclined to avoid the pain of losing or failing thus deterring them from potential success or pleasure. Facilitating a conversation with the team member to identify why there is apparent disinterest in furthering their career can help identify these barriers and work to find solutions if desired. 

Everyones timeline for growth looks different. Balancing encouragement while not applying too much pressure to the situation can be a difficult feat. Offer opportunities for development, but don’t pressure employees into promotions if they aren’t ready. 

Since the employee is already a valuable member of the team, it’s important that they feel comfortable within the team. Stress from their manager encouraging them to pursue a position that they aren’t interested in can make them more stressed out, resulting in less motivation in their current role. Regardless of whether they want to pursue further advancement, they are still a valuable asset to the team and should feel supported in their journey 

Rather than pushing an employee who isn’t ready into a full leadership role, offer smaller opportunities for increased responsibility. Opportunities such as leading small projects or mentoring new employees can allow them to take on leadership roles on a smaller scale. 

Experience with additional leadership can given them the opportunity to reflect on these opportunities to determine if a leadership role is right for them. Some employees may flourish in these new experiences, further solidifying that they are a right fit for a higher role. Other employees might use this opportunity to recognize this isn’t something they are interested in pursuing. Helping employees to gain additional experience as a leader is a great way for them to reflect on their interest in a more serious leadership 

Employees might need guidance to recognize their full potential. Gaining mentorship can build confidence and skills needed to assume leadership. Directly mentoring the employee or referring them to external mentorship programs are great ways to give them exposure to leaders who have been in their shoes. 

Horizontal mentorship programs can also serve as a great resource. Through horizontal mentorship programs, the team member can chat about issues they encounter in the workplace and any concerns they have about pursuing a higher leadership role. Being able to discuss these hesitations with others going through similar situations and help provide reassurance of capabilities. 

Sarah decided to set-up a one-on-one conversation with Luke for an in depth discussion of his professional goals. During this conversation Luke, shared that his lack of enthusiasm for further advancement stemmed from feeling unprepared for a leadership role. Together, Sarah and Luke devised a plan for Luke to slowly take on more responsibilities within the team to gradually prepare him for leadership roles. Along with this growth plan, they will meet monthly for mentorship chats and tackle any issues Luke encounters. 

Luke might not be ready for a promotion today, but his potential and strong contributions to the team remain. With time, Luke will continue to develop his leadership skills and work with Sarah to achieve the success Sarah knew Luke had potential for. 

Situations of that similar to Luke and Sarahs are a common issue leaders face and don’t have a one-size fits all solution. Some employees are like Luke and need mentorship and growth plans to feel more confident pursuing a leadership role. Other employees may just need time to become more comfortable with the idea of further advancement. While conversations and encouragement for advancement can lead to the pursuit of a leadership position, recognize that everyone’s journey is different and a managers role is to provide support along the way. 

Organizational change is often met with resistance, especially when middle managers aren’t involved in the decision-making process. When significant changes to corporate structure, strategies, or processes are implemented, it can create uncertainty and confusion throughout the firm. As well positioned between executives and employees, middle managers serve as key implementors of these new changes to ensure ease of transition. However, with this responsibility of implementing changes, middle managers can be the most resistant to change as they are also responsible for protecting their team. It is important to communicate effectively with middle management and include them in the process to secure middle management buy-in for these new initiatives. 

It’s natural for middle managers to be resistant to change due to the perceived loss of control and fear of the unknown that arises when large organizational changes occur. Middle managers may worry about adjusting to increased workloads, reporting structures, or new systems. Additionally, there may be concerns about loss of influence from potential positional restructuring. Large changes not only impact middle management but also the teams they oversee adding a layer of concern and reluctance to change. Proactively addressing middle management concerns is crucial in initiating widespread change. 

A key component of generating middle management buy-in when initiating change is through sharing a common vision for the firm. Communicating the new initiatives as a crucial step toward achieving a firm goal can help increase motivation and acceptance. Allowing opportunities for middle management to share their perspectives of firm visions can reduce their reluctance to change as well. Considering where they see the firm progressing and actively incorporating it within these new changes can show the firm values their insights. 

Communicating with middle management to share the vision and steps to initiate change is vital. Transparent and timely communication with middle management can mitigate confusion and continue to empower managers to see the vision. Specifically tailoring communication to middle management to address their questions and concerns will help them be more enthusiastic when implementing these new initiatives. 

2. Empower Middle Management Involvement

Since middle managers play a key role in implementing change throughout the organization, empowering them to get involved in the transition process can increase buy-in. Encouraging middle managers to be part of the decision-making process where possible allows the initiatives to be more tailored to the needs of managers and employees. 

Allowing middle managers to have autonomy on how to implement new changes within their teams can increase their sense of ownership and commitment to the new changes. While increasing middle managers the freedom to implement changes as appropriate for their teams, proper support should be provided for middle managers. Leadership development programs, workshops, mentorship programs, or specific support resources for their team are all great ways to ensure middle managers are prepared to oversee changes. 

3. Feedback Mechanisms 

Establish means for middle managers to share feedback and experiences throughout the process. Seamless two-way communication channels are effective ways to make sure middle managers feel recognized and timely adjustments can be made in response to their concerns. Ensuring someone is responsible for receiving feedback, communicating it with executive leadership, and responding to middle managers is a crucial role in encouraging effective feedback communication. 

While feedback mechanisms help to incorporate middle managers in the change process, there must also be a willingness to make adjustments and consider the feedback. If executives simply have feedback mechanisms to recognize issues but don’t make tangible changes, this can continue to frustrate middle managers and be counterproductive. 

4. Future Steps

Communicating a plan with clear future steps to middle management decreases confusion and increases the ability for them to implement changes consistent with the firm's vision. After a shared vision has been established, inclusion and feedback of middle managers are implemented, ensuring all parties are on the same page going forward will allow for successful implementation. 

Along with these clearly articulated future steps, ensure flexibility within the implementation so middle managers can utilize their best judgment and creative license. Recognize that everything may not go according to plan and be prepared to make adjustments along the way. Maintain momentum to achieve future steps through celebrating short-term goals. Recognizing and tracking progress towards short-term and long-term goals can create excitement for the new initiatives and keep employees engaged. 

Disseminating high-level organizational changes and securing middle management buy-in is crucial for successful implementation. By developing a shared vision, empowering middle managers to get involved, implementing feedback mechanisms, and incorporating a plan for future steps, organizations can reduce resistance to change. Middle managers connect senior leadership and employees, so ensuring their buy-in is pivotal in achieving successful change implementation and long-term success. Within an organization, all employees are united around shared values and goals for organizational prosperity. Ensuring middle managers are engaged and on board with new initiatives is how senior management can effectively implement organizational change. 

Managing a team is complex and empowering, but becomes difficult when factoring in the intricacies of team relationships. When a team member is charging towards a promotion, it can be an exciting and delicate situation for managers. This situation is especially challenging to navigate when a manager has a good relationship with the individual, but they are not prepared to receive a promotion. Determining how to support their ambition while simultaneously managing their expectations for a promotion requires immense consideration.

Creating a structured plan in advance can help managers feel equipped to handle a situation in which they are unable to promote a motivated team member. Workshopping methods of communicating empathy, conveying constructive feedback, setting realistic expectations, creating an actionable plan, and providing continued support will set managers up for success when leading these challenging conversations. With appropriate mechanisms, managers can communicate promotion decisions effectively while also supporting employees' growth. 

Prior to relaying the news that a team member will not receive a promotion, conduct a clear and objective assessment of their performance. Considering the employee’s current performance, skills, and readiness for promotion can focus the assessment and work to eliminate bias due to relationships with the employee. Regardless of personal relationships with the team member pursuing the promotion, it is important to evaluate tangible contributions they make to the team to ensure a comprehensive understanding of their performance. 

This objective assessment will prepare managers for their conversation with the employee seeking a promotion. Being able to recognize specific areas of strengths and weakness will demonstrate to the employee that careful consideration was given to this decision. Use this step to provide concrete examples during the conversation to help the employee understand the decision from an outside perspective. 

After establishing a complete understanding of the employee’s contributions, take steps to determine the logistics of the conversation. Managers may find it beneficial to communicate the news that a promotion was received in an email prior to a one one-on-one conversation as this can help to mentally prepare their employee for the conversation. Other managers prefer to communicate directly with their team member through a face-to-face conversation. Regardless of how the news is broken, a one-on-one conversation is a necessary element of communicating with the employee. 

When planning the message for this conversation, outline key points to be addressed and reference specific examples. Consider how the team member may react to these points and empathetic responses to their emotions to ensure a productive conversation. 

When beginning the conversation, acknowledge their hard work and strong ambition. Make sure to express appreciation for their contributions and the value they provide for the team. Creating a positive environment early on will set a supportive tone for the conversation. Being empathetic allows the employee to feel understood and valued which is vital for keeping this conversation in a constructive direction. With a compassionate approach, the disappointment from not receiving a promotion can be eased and foster open dialogue. 

After establishing a positive tone, provide constructive feedback to communicate why the promotion is not on the table at the moment. It is important to be honest about the assessment of their promotion readiness while also considerate of their feelings. Since they were eager for a promotion, they likely believe the are prepared for the role. Ensuring that they understand areas that need to be focused on before they are ready for the promotion can help them understand the decision. 

While communicating honest feedback, incorporate specific examples of areas that need improvement or further development. Any skills, behaviors or achievements that are necessary to receive the promotion should be addressed. Along with addressing these deficiencies, frame them as growth opportunities. Using growth focused word choice can maintain a forward focused and positive conversation. 

After discussing areas for improvement, set realistic expectations and actionable steps for a promotion timeline. Be transparent about the company’s promotion criteria and associated timelines. Explain why their current timeline may not be achievable and outline specific steps needed to fulfill promotion requirements. 

Work with the employee to create a concrete action plan with steps needed to properly prepare them. Include specific goals, a realistic timeline, resources, and regular progress check ins. Developing a clear path forward gives them a better sense of direction and demonstrates support for their aspirations. 

Consistent with developing an action plan, to support employee’s growth provide ongoing guidance and encouragement. Dedicate time for regular check ins and implement mechanisms for consistent feedback to continue their progress and address challenges. Encourage the employee to reach out with any concerns and questions that arise on their journey towards their goals. 

In addition to maintaining a strong presence through check-ins and feedback, a key component of providing support comes from positive reinforcement. Recognize and celebrate their achievements throughout their journey to increase motivation and engagement. Maintaining support creates a stronger relationship with the employee and actively increases their chances of success. 

Regardless of preparation, managers may receive pushback from their ambitious employees. Given their strong pursuit of a promotion, they may feel disappointed or defensive. Advanced preparation for these reactions and methods to respond with empathy are vital for ensuring a productive conversation. Acknowledge their feelings, and reiterate support for their goals and continued growth. As a manager, maintaining composure and professionalism are also key during these difficult conversations. Avoid being drawn into emotional confrontation and steer the conversation back towards actionable steps. 

Giving constructive feedback to an eager employee seeking a promotion is a delicate task that requires preparation, empathy, and transparency. By objectively considering the situation, communicating empathetically, and developing growth strategies, managers can help guide employees to success while maintaining a strong relationship. While achieving their current goal of being promoted wasn’t attainable, these conversations can empower them to continue to grow in their pursuit of longer-term career aspirations. 

In the consulting industry, expertise and analytical skills are paramount in building a client base, however, these technical competencies cannot overshadow the importance of relationship management. While vast technical knowledge is critical in delivering effective consulting services, maintaining strong relationships can be the difference between winning and losing clients. Recognizing the importance of cultivating and maintaining meaningful relationships serves as a crucial step for creating a strong client base. 

Developing strong relationships with clients takes consistent and substantial effort. Dedicating time to build rapport increases trust, develops a mutual understanding, and sustains the relationship for future projects. 

Clients are more likely to engage with consultants that they trust and have established credibility. This trust is established through many transparent interactions over an extended period of time. While building trust takes a considerable amount of time, clients will more actively seek services and confidently implement strategies from consultants they trust. 

Building trust is partially contingent on technical skills since such skills allow for quality deliverables and a sound knowledge base. Although these skills establish credibility, a trustworthy relationship expands beyond skills and is achieved through dedication to consistently deliver quality services promptly. 

2. Enhanced Understanding

Understanding the scope of a project can be achieved simply through a conversation with a client. Developing strong relationships takes this understanding further by delving into the client's needs, challenges, and aspirations. Truly understanding a client involves working to grasp the client’s organizational culture, business operations, and industry at large. 

By spending time with clients and initiating conversations about broader motivations, consultants can identify conflicts and opportunities that may not have been initially apparent. During conversations, actively listening and carefully posing questions to provoke deep dialogue allows consultants to gain an enhanced perspective on the client's needs. Through a deeper understanding, consultants can provide more targeted strategies and increase client satisfaction. 

3. Relationship Longevity

Creating a long-term partnership with clients is the key to success as a consultant. Providing consulting services to a client isn’t limited to one project. Clients are more likely to reach out to consultants they’ve previously worked with for future consulting services. With an established relationship, there are added benefits of an understanding of the business functions and more efficient integration to the problem at hand. 

In addition to collaborating on multiple projects, long-term relationships allow for increased advisory roles within the decision-making process. When consulting with a client for an extended period of time, they are more receptive to advice and will be more inclined to seek external insights from their consultant on more important issues. This increased involvement within an engagement is only achieved through a strong relationship and immense trust. 

While the importance of strong relationships may appear evident, cultivating strong relationships often proves more difficult. Time and many interactions are necessary to build and maintain relationships, but implementing effective strategies for approaching client relationships can help expedite and expand upon relationship-building efforts. 

Consistent communication with clients works to build comfort and an increased sense of accessibility. Consultants can leverage communication to establish proximity with clients build rapport and establish connections. Regular updates and check-ins allow consultants to stay informed of current projects and the needs of clients or potential clients. 

It can be difficult to stay up to date with former clients or potential clients when not currently collaborating with them. While reaching out on a regular basis may be sufficient in maintaining a relationship, groups such as executive mastermind groups can allow consultants to regularly interact with potential clients and initiate natural conversations about current challenges and changes. 

Following through on commitments is a cornerstone of establishing strong relationships with clients. When consultants make promises to clients, it’s important to deliver on these commitments in a timely manner. Whether it's communicating updates or larger project deadlines, honoring commitments is a crucial way to build trust. 

When following through on commitments, establishing realistic expectations and deadlines are key components. Consultants should be transparent about the level of detail and timeframe they can reasonably complete tasks for their clients. Failure to deliver on commitments or extending deadlines can cause strain on relationships and break previously established trust. 

Consultants work with clients to support their needs, so the ability to adapt to the changing needs of clients is vital for consultants. Willingness to be flexible with deadlines and approaches is greatly appreciated by clients. 

Flexibility not only entails adapting to adjusted timelines but also considering client feedback and making adjustments accordingly. Taking into account changing client needs and prioritizing what’s in their best interest demonstrates that a consultant truly values and understands their clients. 

The strength of client relationships directly impacts the success of consultants. Strong relationships increase client retention rates for consultants because clients are more likely to seek future services from consultants they have an established relationship. With a previously developed understanding of the client’s business functions, consultants can more effectively transition onto new projects without lag time. Not only can strong relationships generate additional projects with former clients, but satisfied clients will be more inclined to provide referrals generating more business. 

In addition to retaining clients, strong relationships provide a competitive advantage. When choosing a consultant, clients are more likely to choose a consultant they have previous positive experiences with and consultants with established credibility. With a competitive consulting market, strong relationships serve as a powerful differentiating factor from competitors with lower prices or comparable capabilities. 

Risk mitigation is another added benefit of strong client relationships. Clients who are comfortable with their consultants may share potential concerns or problems earlier on than those who are unfamiliar with their consultants. Comfortability with addressing concerns allows consultants to proactively address problems and mitigate additional risks from problems being identified later within the project. Risks can also be mitigated through addressing conflicts between consultants and their clients. If a contentious or difficult situation arises, clients are more likely to be cooperative with consultants they have a strong relationship with. 

When seeking consulting services, clients have many options to consider. While technical skills and expertise are important for providing quality services, strong relationships serve as a key differentiating factor. By consistently communicating with clients, following through on commitments, and adapting to evolving client needs, consultants can establish powerful relationships that increase retention rates, develop a competitive edge, and mitigate risks. The impact of implementing strategies to cultivate client relationships is profound and can positively shift consultants' success. With a highly competitive consulting market, consultants must invest in establishing and maintaining strong client relationships.