What do you do when an outstanding employee is actually bad? Someone can be good at the job, but the cost of doing is too high. I’m talking about the emotional price co-workers pay.

We all want star performers, which is why we tend to protect them. And yet, invariably, a star performer will hamper team results because, sooner or later, a star performer acts the part. That’s when the star ego destroys work relationships.

Why this happens does not matter. What matters is that you fix it, because if you don’t, you might find yourself managing a team of one.

Your role as manager is to explain to all employees that the value they add depends on two key components: the contribution they make minus the emotional cost of making it.

And that when the value they add becomes negative, you will subtract them from the team.

Welcome to my side of the nonsense divide.