TL;DR: Often, rock stars are not the kind of employees you’d want on your team or in your organization. What if the real cost of such toxic wunderkind is far greater than their apparent contribution? Research suggests that such toxic cultures are one of the biggest predictors of attrition. Don’t reward these short-term gains that ultimately inflict long-term damage on your company’s culture. It’s not just about retaining talent: it’s about creating an environment where everyone feels valued.

I’ve encountered rock stars with incredible egos, standing out from the crowd and act as if they have all the answers, never needing to rethink their assumptions or learn from feedback. (In college and early in my career, I worked with actual rock stars – a long story, so thank you, Rubin Fogel.) They are driven by that ego, not by curiosity or generosity. Essentially, they’re “takers”: people who try to get more than they give, and who often end up hurting themselves and others in the process.

(There are many exceptions to this generalization, people who are very gracious performers and genuine entertainers. I’m reminded of those I encountered early in my career to be some of the nicest and most respectable people touring in the industry. Examples such as the incomparable Lux and Ivy, who were more interested in genuinely listening than dominating a discussion.)

While the term has generally left the recruiting lexicon, I still encounter it from time to time: today, I was asked if I could recommend a “rock star” for a high-profile executive role. It hit a nerve.

In business, there’s a breed of high performers that have come to be known as “toxic rock stars,” the ones who deliver results at just about any cost. As noted in Leaders, Stop Rewarding Toxic Rock Stars (hbr.org) Deepa Purushothaman and Lisen Stromberg (She/Her) found that their behavior, often bordering on bullying, creates a hostile environment that’s particularly detrimental from a D&I perspective.

“At one client company, turnover in the sales division was as high as 48%. The reason? A head of sales who delivered the numbers but who was killing the very culture the new CEO was trying to establish. As the well-meaning CEO explained, “I know he’s a problem, but he delivers the results our shareholders want to see. How can I fire him when we have revenue goals we need to meet?”

Consider this: what if the real cost of such toxic rock stars is far greater than their apparent contribution? Research at MIT suggests that such toxic cultures are the single biggest predictor of attrition during the first six months of The Great Resignation (weforum.org) the Great Resignation. In that 2021 report from MIT, researchers found that for employees in the States who left their employer for any reason, toxic culture was a significant factor driving attrition, with some rates above 30%.

As noted in an article by Lin Grensing-Pophal, SPHR, SHRM-SCP, PCM on SHRM…

“…seemingly innocuous terms as “rock star,” “ninja” or “competitive” can inadvertently keep some candidates from applying for a job — particularly women.” — Victoria Archer

It’s a wake-up call to organizations: the fight for talent (and even diversity) isn’t just about attracting the best—it’s about nurturing a culture where everyone can thrive.

Leaders: stop rewarding the short-term gains that ultimately are overshadowed by the long-term damage such rock stars inflict on a company’s culture. It’s not just about retaining talent: it’s about creating an environment where everyone feels valued and respected and fostering an environment where originality can flourish.

#D&I #talent #EX #rockstars #culture #diversity #leadership

(Also posted on LinkedIn)