No Bullsh!t Leadership – Moment 142: Are Behaviours REALLY that important?

Host: Martin G Moore
Date: October 12, 2025

Episode Overview

In this concise “Moments with Marty” episode, Martin G Moore tackles a critical leadership dilemma: How vital are behaviours in performance assessment, especially when a team member delivers outstanding results but is difficult or toxic? Moore debunks the myth that technical excellence excuses poor behaviour and delivers a framework for handling so-called "talented jerks." Drawing on his experience as a CEO, he asserts that leadership is as much about team fit and culture as about individual output.

Key Discussion Points & Insights

1. The Myth of the “High Performer”

• Common Leader Query:
  Leaders often approach Martin with questions about staff who are technically high performers but undermine team dynamics.
  • Example variations:
    • "They’re a high performer, but no one likes working with them."
    • "They refuse to do required admin work."
    • "They’re arrogant."
    • "They treat people poorly."
    • "I have to constantly pull them up for their bad attitude."
• Marty’s Response:
  Challenges the assumption: Are they truly high performers if they can’t collaborate or fit in with the team?
  • Quote ([01:31]):

    "In my world, you’re not a high performer if you can’t play happily in the sandpit with others."
    (Martin G Moore)

2. The “Talented Jerk” Archetype

• Who are they?
  Gifted individuals who believe results give them license to disregard behavioural or cultural standards.
• Five Main Flavours of Talented Jerks:
  1. Arrogant Maskers:
     • Not truly exceptional, but use arrogance to feign superiority.
  2. Rainmakers:
     • Outstanding contributors (often in sales) whose numbers overshadow their blatant flaws.
  3. Technical Gurus:
     • Rely on knowledge/control rather than team results; often hoard information.
  4. Often Wrong, Never in Doubt:
     • Overconfident to the point of hubris; create team silos.
  5. Conscious Culture Killers (Root Guards/SQDs):
     • Actively undermine others to protect the status quo and their power base.
       • Quote ([03:52]):

         "These jerks are also known as root guards or SQDs: status quo defenders."
         (Martin G Moore)

3. The Dilemma for Leaders

• Why it’s tough:
  Balancing the value of their expertise/production with the harm to cultural and behavioural standards.
• Moore’s Stand:
  Intolerance is required—especially for those in leadership—because toxic behaviour is contagious.
  • Quote ([05:19]):

    "When it comes to dealing with your leader’s behavioural choices, you have to be quite unforgiving. If you’re not, it’s going to spread through the team like a cancer."
    (Martin G Moore)

4. The Script for Change

• Moore’s approach to confrontation:
  Direct, non-negotiable conversations that clarify expectations and consequences.
  • Script example ([04:50]):

    "Your performance is fine, but I want to talk about your behaviour and attitude. I don’t care how many sales you rack up, you need to make different choices about how you conduct yourself. To be clear, I’m not prepared to entertain poor behavior going forward. Now feel free to come back to me and let me know if there’s any reason you can think of why I should make an exception to the standard for you. Otherwise, I’m going to be looking for an immediate improvement in the way you do things."
    (Martin G Moore)

5. Practical Advice & Further Resources

• Key takeaway:
  Exceptional performance never outweighs toxic behaviour.
• Further Listening:
  Moore suggests listening to full episode 240, "The Talented Jerk," for a deeper exploration of handling disruptive high-performers.

Notable Quotes & Memorable Moments

• "The person is a dickhead. That’s a technical term." ([00:54])
  – Moore’s signature bluntness, underscoring the no-nonsense approach.
• "Talented jerks seem to think that their superior performance gives them the license to behave in whatever manner they see fit." ([01:54])

Timestamps for Key Segments

• 00:25: Introduction of typical leader complaints about high performers’ behaviours
• 01:15: Challenging the definition of “high performer”
• 02:09: The five types of “talented jerks”
• 04:10: Balancing talent with culture—Moore’s intolerance for poor behaviour, especially in leaders
• 04:50: Example script for addressing behaviour vs. performance
• 05:19: The risk of bad behaviour spreading in teams
• 05:38: Recommendation for deeper dive in episode 240

Tone and Style

Moore’s style is irreverent and direct, using humour and blunt language to drive home the urgency of addressing poor behaviour, regardless of technical performance. His message is clear: Leaders must uphold behavioural standards fiercely and see culture as a performance multiplier, not an afterthought.

Summary Takeaway:
In Moore’s leadership framework, high performance is inseparable from positive behaviour. Leaders must act decisively on toxic attitudes, especially from high achievers, to protect team integrity and long-term results.