Addressing Toxic Behaviour and Cultivating Executive Presence

I've seen how toxic behaviour—especially from so-called “star” performers—can quietly destroy a team's morale and drive. In this blog, I’m sharing what I’ve learned from real-world experience: why it’s so important to deal with toxic personalities early, how flawed reward systems often fuel the problem, and what strong leadership and Executive Presence really look like. Whether you’re handling this internally or thinking about bringing in outside help, I walk through practical, honest strategies to build a healthier, high-performing workplace. Because when we address these issues properly, real talent finally has the space to shine—and that’s when organisations truly flourish.

You know, I've seen firsthand how absolutely crucial it is to keep your workplace culture healthy.

It's wild how quickly toxic behaviour can sneak into any part of an organisation – I've witnessed it totally tank morale and productivity.

That's why, from my experience, it's non-negotiable for companies to spot these behaviours early and shut them down if they want to succeed in the long run.

Now, here's where it gets really tricky, and it's a dilemma I've seen play out many times:

What happens when that toxic behaviour comes from someone perceived as a star champion?

You know, the high-performer who brings in big numbers or seems indispensable? Addressing that can feel like walking a tightrope, as the immediate thought might be "we can't afford to lose them."

We're going to dig into the real impact of those "toxic personalities" – especially when they're the "perceived" stars – I truly believe organisations can build places where real leadership and talent don't just survive, but absolutely flourish, even when it means making tough calls.

 In a healthy organisation, the impact individuals have on others is paramount. It's crucial we address staff with destructive personalities who negatively affect team morale and productivity. This issue isn't confined to any single level; whether it's junior staff, leadership, or executives, the effects are equally destructive across the organisational chart.

Often, this isn't solely a culture problem but also reflects a flawed reward system.

 While a competitive environment can be advantageous, leadership's tolerance of toxic behaviour for short-term gains ultimately undermines long-term success. Rewarding individuals for quick wins while overlooking the attrition of valuable team members creates a false sense of progress. Frequently, the very "stars" who appear to drive results are simultaneously driving away the quality staff who sustain the business.

 This disconnect can lead organisations to overlook the correlation between these toxic behaviours and business downturns. Wins are compartmentalised, and the impact of driving out essential personnel is ignored. Similarly, charismatic individuals lacking substantive skills can distract from the core work required for success.

 To thrive, we must prioritise Executive Presence: the demonstration of competence, credibility, and confidence. By identifying and addressing toxic "stars" within your firm, we can rectify the broken system and foster an environment where genuine leadership and talent flourish. Often, these individuals are not true stars but rather create an environment of fear, leading to undeserved rewards and the burnout of valuable staff.

Toxic people are often unhappy. We must recognise this and develop internal support structures to address the root causes of their behaviour. Leadership needs executive support and training to effectively manage these situations. Addressing issues early and providing constructive feedback can help individuals work on their challenges.

 Addressing toxic behaviour in the workplace requires a proactive and structured approach. 

• Foster Open Communication: Create an environment where employees feel safe to express concerns and discuss issues without fear of retaliation. Encourage regular feedback and open dialogue.

• Define Clear Policies: Establish and communicate clear policies outlining what constitutes unacceptable behaviour and the consequences for such actions. Ensure all employees understand these guidelines.

• Model Positive Behaviour: Encourage leaders to set an example by demonstrating respect, empathy, and integrity. Leadership should embody the values and behaviours expected from all team members.

• Provide Training: Offer training sessions on conflict resolution, emotional intelligence, and effective communication. Equip employees with the skills needed to handle difficult situations constructively.

• Review Reward Systems: Regularly assess and adjust reward systems to ensure they promote collaboration, respect, and team success rather than fostering competition and hostility.

• Address Issues Promptly: When toxic behaviour arises, address it quickly with constructive feedback. Provide support and resources for individuals to improve and overcome challenges.

• Prioritise a Healthy Culture: Focus on building a positive work culture that values diversity, inclusion, and mutual respect. This approach can mitigate the impact of toxic behaviour and boost overall productivity and morale.

Rewarding negative behaviour, even implicitly by allowing it to persist, indicates a failure in leadership and values. While we acknowledge the importance of good leadership, we must commit to ongoing investment in training, support, and having difficult conversations.

So what do you do???

When it comes to tackling toxic behaviour in the workplace, you've got two main options: using your own team or bringing in outside help.

Internal Staff

Go internal if:

• Your HR and leadership are already skilled and trusted in handling tough situations.

• The issues are minor or caught early.

• You have a dedicated resource.

• You're looking to save money and leverage existing company knowledge.

External Facilitators

Consider external help if:

• Your team lacks the specific expertise to deal with complex toxic behaviour.

• Your team does not have the capacity.

• There are trust issues or perceived bias with internal handling.

• The situation is severe, widespread, or involves high-level staff.

• You need a neutral, objective perspective and fresh strategies.

• There's significant legal or reputational risk.

• You want to build internal capability through training from experts.

Hybrid Approach

External facilitators can come in to assess, strategise, and train, while your internal team handles the ongoing implementation and monitoring.

Ultimately, the choice hinges on how serious the behaviour is, your team's capacity, and whether employees will trust the process.

Given that addressing toxic behaviour requires a "proactive and structured approach," and considering the potential for deeply ingrained issues, engaging external facilitators is often the more effective choice, especially for significant or persistent problems. They bring specialised expertise, neutrality, and a fresh perspective that can be crucial for achieving lasting change. However, for minor issues or as a first line of defence, empowering well-trained internal staff is also valuable. The best solution might be a combination, where external facilitators guide the initial strategy and internal staff take ownership of sustained efforts.

INTENT can assist in facilitating and supporting these efforts.

Although confronting conversations can be challenging, they are essential to prevent issues from escalating. A single attempt at addressing these issues is insufficient; sustained effort is required.

 So, it's clear, isn't it?

Tackling toxic behaviour in an organisation isn't just a good idea, it's absolutely essential for creating a workplace where everyone can actually thrive and get stuff done.

From what I've seen, when we truly recognise and fix the issues caused by those destructive personalities, we really open the door for genuine talent and leadership to shine.

And honestly, it all comes back to leadership.

They've got to be all-in on ongoing training and support to handle these challenges effectively. When they do, we start building a culture where competence, credibility, and confidence are front and centre. That's the "secret sauce" for not just surviving, but truly flourishing as an organisation.

Like Perry Belcher once said – “nothing will kill a great employee faster than watching you tolerate a bad one.”

Let's commit to this. Let's keep pushing for continuous improvement and make those crucial changes that really support our teams and drive long-term growth.

Because ultimately, a healthy team is a successful team!