One negative employee can tank performance by 30 to 40 percent. Learn how to tell the difference between realism and pessimism, protect team dynamics, and know when it’s time to let someone go with confidence.

 Last week we talked about imposter syndrome, storytelling, and executive presence with a communication Matt Mosich. This week we shift from the stories in your head to the stories on your team.

If you’ve inherited a high performer who drags down morale, you’re not alone. Many first-time managers avoid action because conflict feels risky and backfilling is hard. Meanwhile, your best people consider leaving.

In this episode, we unpack the root causes behind “negativity” and why not all pushback is toxic. You’ll learn how to spot the difference between a realist who’s trying to protect the team and a pessimist who drains it, how to coach for better behavior, and how to document impact so HR conversations are clear and actionable. You’ll also get three reflection questions to help you decide if it’s time to let someone go.

Key Takeaways
 • Realism vs pessimism: identify intent, not just tone, so you don’t label constructive risk checks as negativity.

 • Coachable or contagious: use behavior impact and willingness to change to decide your next step.

 • Protect the team’s energy: leaders keep culture by addressing harmful behavior early and documenting impact, not just attitude.

 Want help understanding your team’s default styles so meetings stop derailing and decisions stick? Take a quick self-awareness assessment and explore DISC or Working Genius for your team at intentionalaction.net/self-awareness.

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