In my small chicken coop of just four hens, a fascinating leadership drama unfolded that perfectly mirrors common workplace dynamics. One of our hens, whom we’ll call Henny Penny, temporarily left her regular duties to pursue her dream of motherhood – sitting on borrowed fertilized eggs that unfortunately never hatched. When she needed to return to her normal role, our top-performing hen – a veteran who’d been with us since the beginning and consistently produced premium double-yolked eggs – turned hostile. Not only did she attack Henny Penny beyond normal pecking order behavior, but she influenced the other two hens to join in the bullying.
The Hidden Cost of Top Performers Gone Toxic
In today’s hyper-competitive business environment, organizations often face a challenging dilemma: what do you do when your star performer becomes a source of toxicity? This question became startlingly relevant during my unexpected masterclass in leadership – courtesy of my backyard chicken coop.
Just as my veteran hen produced those coveted double-yolked eggs, toxic high performers in the corporate world often dazzle leadership with their exceptional output. Their presentations are flawless, their sales numbers are astronomical, and their technical skills are unmatched. But beneath this golden surface lies a pattern of behavior that can destroy team dynamics and organizational culture.
When Success Breeds Tyranny
The parallel between my henhouse drama and corporate dynamics became clearer as events unfolded. Just as my star hen attacked Henny Penny returning from her failed nesting attempt, workplace bullies often target colleagues returning from leaves of absence or special projects. This behavior typically stems from a perceived threat to their status or an opportunity to assert dominance during periods of transition.
What made the situation particularly insidious was how quickly other team members fell in line with the bully’s behavior. In the chicken coop, two previously friendly hens joined in the attacks. In corporate settings, this “mob mentality” manifests as:
- Team members gradually adopting hostile behaviors to avoid becoming targets themselves
- Colleagues withdrawing support from the targeted individual
- A culture of silence where misconduct goes unreported
- Informal power structures that undermine official leadership
The Rehabilitation Attempt
I tried quarantining Henny Penny and introducing a supportive rooster to help stabilize the situation, but it didn’t work when I reintroduced her to the flock. Similarly, organizations often attempt various interventions before taking decisive action. These might include:
- Ineffective mediation sessions between conflicting parties
- Temporary team reassignments
- Additional training or coaching for the problematic employee
- Restructuring of team dynamics
However, these well-intentioned efforts often fail when dealing with deeply ingrained toxic behavior. In my case, despite the intervention attempts, the bullying persisted, forcing me to face a difficult reality that many business leaders encounter: sometimes, the only solution is removal.
Making the Tough Call
The decision to remove our star performer wasn’t easy. She was:
- Our most experienced team member (the oldest laying hen)
- The most productive (those double-yolked eggs were impressive)
- Part of our original founding team (the only one left from the original flock)
Sound familiar? In corporate settings, these same factors often paralyze leaders from taking necessary action. The fear of losing top talent can blind us to the broader damage they’re causing.
The Surprising Aftermath
Here’s where both my chicken yard story and corporate experience reveal an unexpected truth: removing a toxic high performer often leads to rapid positive change. Within days of relocating our bully hen to a larger flock (where, interestingly, she settled into a middle-tier position), our coop transformed. Henny Penny reintegrated successfully, productivity remained stable, and harmony returned.
This pattern repeats in corporate settings, where teams often experience:
- Immediate relief from tension
- Increased collaboration and communication
- Renewed enthusiasm for work
- Emergence of previously suppressed talent
Learning from Feathered Philosophers
While it might seem amusing to draw management lessons from a chicken coop, the parallels are striking and the lessons valuable:
1. Performance metrics aren’t everything
2. Culture damage can outweigh individual contribution
3. Recovery from toxic behavior is often quicker than feared
4. Team harmony drives sustainable success
Whether you’re managing a henhouse or a corporate office, maintaining a healthy environment requires:
1. Clear behavioral expectations
2. Consistent monitoring of team dynamics
3. Courage to address issues promptly
4. Willingness to prioritize collective wellbeing over individual performance
Just as my former star hen found a more appropriate place in a different environment, toxic high performers might succeed elsewhere without causing cultural damage in a different environment. The key is recognizing when the cost to your culture exceeds the benefit of exceptional individual performance.
Are you facing a similar situation in your organization? Here are your next steps:
1. Assess the true impact of your high performers – both positive and negative
2. Document specific instances of problematic behavior
3. Set clear expectations for change
4. Be prepared to make difficult decisions
Remember: Leadership isn’t just about managing productivity – it’s about creating an environment where every team member can thrive. Sometimes that means making tough decisions that put long-term cultural health ahead of short-term performance metrics.
Don’t let your workplace culture go to the birds. Take action today to ensure your team’s environment supports growth, collaboration, and mutual respect for all members.
Share your experiences with managing toxic high performers in the comments below. How did you handle it? What were the outcomes? Let’s learn from each other’s leadership journeys, whether they take place in the boardroom or the barnyard.