How Leaders Help to Create Brilliant Jerks

They go by different names in various organizations: Cultural Terrorists, High-performing Skunks, Brilliant Jerks, Shining Swine, and Talented Toads. These are team members who achieve great results but consistently display disruptive, inconsiderate, or toxic behavior. 

Leaders who manage them are confronted with a major dilemma. On the one hand, these Brilliant Jerks deliver extraordinary results. The kind of performance the team and organization often depends upon for its sustenance. 

On the other hand, these High-Performing Skunks are self-absorbed, self-important, and noxious interpersonally. Their behavior is often toxic to the culture and sets a horrible example for others who strive to perform at the highest level. 

To make matters worse, these Brilliant Jerks are often adored by customers and clients and admired by ambitious colleagues. But that’s not the biggest problem leaders face. The real quandary is for the leader and the team to recognize and admit that they have had a heavy hand in producing them. Brilliant Jerks are always mutually created by themselves, the team, and the leader. 

High-performing Skunks behave badly because they can, and they are typically highly rewarded for it. They accurately read the culture, one that places results above collegial respect. They know that as long as they perform, how they get there is much less important. The billboard touting results flashes brightly in almost every team interaction. This encourages them to perform spectacularly, but to act insufferably. 

Those who are disconnected from day-to-day leadership often suggest that leaders must exit the Brilliant Jerk from the team in order to promote a positive team culture. That sounds like an easy call — unless you are the one responsible for careers, livelihoods, and a commitment to pay the bills. Changing out a top performer is not always practical or wise. Especially considering the Jerk was co-created. 

The better course of action is to reset expectations and to impress upon the Brilliant Jerk that both results and respectful behavior are equally important. The team needs to hear this message, as well. 

To make this change, team members must be willing to support the Brilliant Jerk through this change, largely by holding firm to the new standards of decorum, insisting it apply to everyone. Compensation and other rewards must follow suit. 

To make this change, the leader must recognize good behavior and punish toxic behavior monetarily. When the system of reward, support, and expectation changes, so might the top performer. 

In the end, the Brilliant Jerk may have to be forced off the team, but rehabilitation starts with the leader acknowledging their role in creating this unruly character. Leaders get what they implicitly endorse and tolerate. So, who is the real jerk?