What happens when you don’t address issues of bad behaviour / poor performance?
When managers / leaders in the business do not address bad behaviour or performance issues, then that is unlikely to align with company values and there are consequences:
1. Erosion of Trust / company culture: You are setting a dangerous precedent through inaction. Workers begin to believe that the actions being seen are acceptable to you and this can breed distrust.
2. High turnover & increased costs: It’s the good people that leave. The poor performers stay, ensuring your company is not as successful as it should be. Training, induction, recruitment costs all increase.
3. Bad employment brand: People talk, it’s really as simple as that.
Sometimes the bad behaviour is from a top performer. Does that mean you shouldn’t address it? Of course not, for all of the reasons above. Whether the person is otherwise performing well should not influence whether you address specific serious issues with them. Issues you address should be the same across the board, as accepting behaviour from one and not another is a form of bullying. You must be consistent.
Many front-line managers feel uncomfortable, or even concerned about how their feedback may be taken. If you work closely with the person you may feel uneasy about not being liked or that you may suffer some harassment from that person in the future. The answer to this is all about the delivery and the depersonalisation of the issue.
Tips to help you are:
1. Plan the meeting, making sure it’s in a setting that is appropriate. Do not mention it casually, or in front of others. Sit down with them, when you are not distracted with day-to-day issues and raise the issue with them. This doesn’t mean the meeting is a formal disciplinary meeting, you should be addressing behaviour or performance issues early, giving an opportunity for it to be fixed before it becomes formal.
2. Stay away from comments like “you always do this, or its just typical of you”. Be specific about what they are doing, or did, and why that is an issue and how you want to see improvement and offer to assist if that is appropriate.
3. Make a brief note that you have had the conversation, the date and what was agreed. If improvement doesn’t happen, then you can refer back to this conversation in a formal meeting.
If improvement isn’t seen, whether they are a top performer or not, then formal action should be taken and HR should be involved.
Leadership by Example is vital.
Conclusion: Your people are valuable assets, but when their actions diverge from the company’s core values, they can become a liability. It’s essential for businesses to ensure that their people are not only driven by results but also exemplify the behaviours and principles that align with the organization's long-term vision. In the end, it’s the combination of high performance and adherence to values that truly fosters sustainable success.
Help is at hand:. At Rea Workshops, we understand how challenging these conversations can be. That’s why our training workshops are designed to equip you with practical tools—including ready-to-use templates, loads of practise and proven strategies to handle difficult conversations confidently and effectively. With the right support and resources, you can foster a culture where accountability, growth, and success thrive.