There are two things you should expect of your people: performance and conduct. Performance refers to how well they meet job expectations – what they do and what results. Conduct refers to how well they interact with others and the integrity with which they act.
Importantly, the two do not average out. Conducting one’s self impeccably does not excuse poor performance. And exceptional performance does not excuse toxic conduct.
Yet too often organizations rationalize the poor conduct of an employee who happens to be a top performer. The cost? It erodes management credibility and demotivates employees.
So what happens when a top performing, poisonous employee is held accountable for his actions? Morale jumps up. People regain faith in management. And organizational performance improves.