High Performing Employees Who Drag Down Everyone Else: The Hidden Cost of Miserable High Achievers

High Performing Employees Who Drag Down Everyone Else: The Hidden Cost of Miserable High Achievers

In the fast-paced world of construction, high performers aren't just a luxury—they're often essential to the success and profitability of a project. However, as Jerry Aliberti, discusses in this illuminating video and blog, the problem isn't always about giving high performers the freedom to do their job. Sometimes, the very people charged with driving a project forward can be the ones pulling the team down emotionally and psychologically. When you have high performers who are also negative influences, the ripple effects can be devastating for a company.

Understanding the Problem: High Performers, Low Morale

Jerry Aliberti has firsthand experience from working over two decades in the New York City construction market. He shares stories of exceptionally competent individuals whose behavioral problems were so disruptive that they ended up affecting the productivity of everyone around them. 

While these employees excelled in their primary duties, but they often created a toxic work environment. These individuals might be the best planners and executors in the room, but their poor interpersonal skills had a sneaky trickle-down effect that went unnoticed by top management primarily because their immediate output seemed beneficial. 

The Financial Illusion

Management's tolerance of such individuals often stems from a focus on tangible outcomes like project completion and financial profit. Aliberti reveals that the leadership often closes one eye and ear to these behavioral issues primarily because the high performer seems to be generating profits. But this is where the illusion kicks in.

For instance, if one high-performing employee's abrasiveness results in ten other employees underperforming, the overall potential profit suffers. Jerry breaks it down simply: If a company is making $2 million in profit with these disruptive high performers, it could potentially be making $3 million if everyone worked harmoniously. The immediate profits may look good on paper, but the hidden costs of low employee morale, high turnover rates, and reduced productivity are substantial and often overlooked.

Employee Turnover: The Invisible Expense

One of the critical points Jerry makes is about employee turnover. High turnover rates can be insidious, draining not just money but also time, energy, and company culture. While the balance sheet may not immediately reflect these losses, they are very real. The costs associated with sourcing, interviewing, onboarding, and training new employees add up quickly, not to mention the loss of institutional knowledge and team cohesion.

Approaching the Problem: Constructive Confrontation

Addressing the issue of problematic high performers requires a balanced and strategic approach. Jerry suggests pulling the individual aside for a private conversation. The goal of this discussion should be twofold: first, to acknowledge their competence and contributions to the business, and second, to address the detrimental behavior that is impacting the rest of the team. 

It's crucial to dig deeper into these behaviors to understand whether they are long-standing patterns or recent developments. Recent behavioral changes might signal issues at home or underlying stress that the employee is unwilling or unable to communicate. 

Creating a Support System

For someone experiencing recent changes in behavior, offering compassion and support can be incredibly effective. Jerry mentions that sometimes providing additional support or simply showing that you care enough to ask can make a huge difference. This could mean anything from offering a few days off to take a much-needed break to suggesting a performance coach who can work with the individual to manage stress and emotions more healthily.

Long-Term Behavioral Issues

If the problem is long-standing, the solution might require more sustained effort. Here, bringing on a business coach or consultant can be a game-changer. External experts can provide unbiased opinions and advice on how to navigate these emotional and psychological stresses. Aliberti shares his experience where he was hired to mediate and manage individuals who were making life difficult for everyone else. His unbiased intervention helped soothe tensions and offered these "miserable" individuals a new perspective.

Identifying Underlying Causes

It's important to understand that there are numerous reasons why high performers might behave in a disruptive manner. Some might feel trapped in a career they find too stressful but can't leave due to financial obligations. Others might be dealing with generational conflicts, unable to adapt to new technologies that younger team members are adept at handling. Sometimes, people are simply overwhelmed by the responsibilities and high-pressure environment of the construction industry and take their frustration out on everyone around them.

Personal Stories and Insights

Jerry's personal story is a poignant reminder of how stress can sabotage both professional and personal life. He recounts a Christmas dinner where everyone was in high spirits while he felt miserable due to the high stress of his project at the time, leading to an awakening that changed his outlook on his job and life. This moment of self-realization was pivotal in helping him manage his stress better, and he advocates for creating an organizational culture that supports such awakenings for others.

Compassionate Leadership: A Win-Win Approach

Compassionate leadership isn't just about being nice; it's about strategic empathy that can enhance productivity and morale. Jerry emphasizes the importance of an open dialogue and willingness to help these high performers navigate their challenges. Whether it's through additional time off, financial support for personal issues, or regular check-ins, such strategies are investments that can yield significant returns in terms of overall productivity and employee satisfaction.

When All Else Fails

Despite various attempts to help, not all high performers will be willing or able to change. Jerry advises several attempts to intervene and offer support. However, if denial and resistance persist, it may be time for more drastic measures. The cost of keeping a disruptive high performer, in the long run, could outweigh the benefits they bring. Replacing them might be the best choice for the health of the organization.

Achieving Harmony for Maximum Performance

In the construction industry and beyond, balancing high performance with a healthy and supportive work environment is key to long-term success. Jerry Aliberti’s insights provide a compelling case for acknowledging the hidden costs of disruptive high performers and taking actionable steps to address them. It's not just about the bottom line on the balance sheet but the overall health, morale, and productivity of the team. By fostering a culture of compassionate leadership, companies can achieve not just better financial outcomes but also a more harmonious and fulfilling workplace.

We hope this blog has provided valuable insights into managing high performers who might be negatively impacting your team. For more expert advice on enhancing your team's productivity and well-being, subscribe to the Pro-Accel youtube channel. We’d love to hear your comments and experiences, so please leave a note or reach out to us directly.



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