It takes a minority of only 5% to influence the direction of a group. The other 95% follow without even realizing it. So when one employee is disgruntled, negative, combative or manipulative, it is possible for that singular individual to ruin a team’s morale or to compromise its effectiveness.
I have seen some team members in this position look completely shocked when they learned they were a source of group conflict. Sometimes, bringing problematic behavior to the attention of the offender is enough for that individual to make adjustments. An objective third party—a coach—can help this process move more efficiently, ONLY IF the individual who must change is committed to making it.
Oppositely, I have seen disruptive team members get defensive when confronted, pass the buck of blame to colleagues and accept zero accountability for their role in the dissension. Some have even gone on to make others pay for the “accusations,” and the price was high. In this case, it is necessary to move the offender along. This kind of team member is a liability not only to the group but also to an organization.
One bad apple CAN spoil the bunch. Keeping a destructive person in place for too long to avoid the hassle of dismissal is a costly choice. Think about this. If you had a malignant tumor, you’d take prompt measures to have it removed to prevent the spread of disease. Right? And so it is with problematic team members. THEY NEED TO GO, because ignoring their effect on a group can be terminal.