Leadership and the cost of a “top performer”
A story about tolerating damaging behaviour for the sake of results, and what changed when the leader finally acted.
- By
- Gopal RajGuru
- Originally published
- September 1, 2012
- Adapted
- October 13, 2026
- Source
- Read the original
In this 2012 post, Gopal RajGuru starts with a fireworks display and the thought that gunpowder is simply a resource: it can create something beautiful or something destructive. The same, he argues, applies to how leaders use the people and skills in their organisation. He then describes a salesperson he once managed who regularly exceeded quota and won difficult deals, while treating colleagues in support and administration so badly that some were reduced to tears.
Key takeaways
Results can hide real costs
Gopal admits he focused on the numbers and dismissed the stories he heard about this salesperson's behaviour. He acted only after witnessing a shocking call with a customer service colleague himself.
Name the fear behind inaction
Looking back, he recognised that his hesitation came from fear that the team could not hit its targets without this one person. That fear turned out to be wrong.
Act fairly, but act
Local rules meant several rounds of verbal and written warnings. When the behaviour did not change, the salesperson was asked to leave.
Protecting the team improves performance
Colleagues openly expressed relief, and some admitted they had considered leaving. Gopal reports that the team pulled together and performance improved after the departure.
The responsibility sits with the leader
The individual chose how to use his skills, but the leader was responsible for allowing that misuse to continue.
Gopal's closing question still applies: how are you using your own resources, and those of the team you lead? If they are not being put to their best use, you owe it to yourself and to your team to act.
Originally published in 2012. This condensed version keeps the original story and lesson; the full original post is linked below.