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Every team has that one employee.

You know the one.

They deliver. They're reliable. They know their job. When something important needs to get done, they're usually the person you count on.

They're also the person nobody wants to work with.

Maybe they dismiss teammates in meetings. Maybe they ignore processes everyone else follows. Maybe they're just difficult in ways that are hard to describe but impossible to miss.

And because they perform, it gets a pass.

At least for a while.

It seems like a small exception.

It isn't.

It's Not Just About Results.

Results are only part of someone's job. The other part is how they show up for the team around them.

The challenge for managers is that results are easy to measure.

Behavior is harder.

It's tempting to think, They're producing. I'll deal with the rest later.

But while you're deciding whether the conversation is worth having, your team is learning from the fact that it hasn't happened.

They're watching what gets recognized. And what gets a pass.

That's how people learn what success really looks like on your team.

The Ripple Effect.

Your culture isn't built by the values on your website or the posters in the break room. It's built by what leaders consistently reinforce.

When one person's results excuse behavior that wouldn't be acceptable from anyone else, people notice.

The teammate who always treats others with respect starts wondering if that actually matters. The quieter employee stops speaking up. The person who consistently delivers great work AND makes the team better begins asking why they’re holding themselves to a different standard.

That's the ripple effect.

The issue is no longer one difficult employee. It's a team trying to figure out where the line really is.

Whether you intended to or not, that’s the standard you’re teaching.

The good news is you don't have to choose between high performance and high standards. Great managers expect both.

Have the Conversation.

Start with positive intent. Many people don’t realize the impact they're having until someone helps them see it.

Lead with what's working. Be specific about the behavior you've observed. Explain the impact it's having on others, then clearly define what success looks like going forward.

It can be as simple as:

"Your work has been excellent, and I appreciate everything you contribute. I also want to talk about how we're working together as a team. I've noticed a few interactions that have left others feeling dismissed. Your results matter here. So does the way we treat people. Going forward, I need both."

You're not taking away from their strengths.

You're expanding the definition of what great performance looks like.

Great work matters. So does respect.

Before This Week Is Over.

Think about the employee who came to mind while you were reading this.

• Write down the one behavior that needs to change.
• Describe the impact it's having on the team.
• Decide what expectation needs to be clearer.
• Schedule the conversation.

Don't wait until the behavior becomes a bigger problem. Small conversations are almost always easier than big ones.

The Bottom Line

Your team is always paying attention.

Not just to the people you recognize.

But also to the people you correct.

And the people you don't.

Because every exception teaches your team something.

Make sure it’s teaching the lesson you want them to learn.

Keep Learning.

If this article resonated with you, that's exactly what we work on in the New Manager Launch.

Together, we practice coaching, feedback, delegation, accountability, and the everyday conversations that help managers become better leaders.

The fall cohort is now open. If you'd like more information, simply reply to this email and I'll send you the details.

Kristine Dias Leadership Coach & Trainer | KMD Advisory LLC ​Website | LinkedIn​

Manager Minutes is a newsletter for leaders who want to get better at the human side of management, one issue at a time.