Insights

Throughout my career, I've learned that genuinely negative, disruptive, or difficult employees—the ones often labelled "jerks"—are actually quite rare. Yes, they exist, and anyone who's managed people for any length of time will have encountered them, but they are by no means the norm (if you have one get them out quickly). Far more common is seeing good employees struggle because they're in the wrong environment, the wrong role, or simply working for the wrong manager or company.

Early in my career, I had a manager who profoundly shaped my understanding of talent management. He believed that, in most cases, employees weren't inherently "bad"; rather, their talents and potential were simply being mismanaged or misunderstood. It struck me then, and still resonates deeply today. Over the years, I’ve seen many examples of people whose performance transformed dramatically once their circumstances changed—whether through a new manager, a clearer role, or simply a company or environment that better aligned with their strengths and values.

Leadership matters immensely in this context. While hiring the right people is undoubtedly critical, it’s just the starting point. Effective leaders do far more than select candidates based on technical skills or past experiences. They focus equally—if not more—on attitude, mindset, cultural fit, and the personal connection they form with the individual during the hiring process. Successful recruitment is a holistic approach that prioritises both the human and professional aspects of a potential hire. That's what we believe in at Hyperion Search.

Yet, even with the right person hired, leadership's role doesn't stop there. Clear communication, well-defined expectations, genuine empowerment, and providing appropriate resources to succeed are all part of the puzzle. And yes, while this may not sound like rocket science, consistently achieving this is incredibly challenging. We’ve all stumbled in our journeys as leaders; we’ve all had moments where we fell short.

But here's the crucial question for any organisation: How serious are you really about success if hiring, culture, and leadership aren't among your top priorities for time, money, and resources? Companies that genuinely commit to nurturing people excellence inevitably build stronger, healthier, and higher-performing teams.

So, yes, there might occasionally be a genuinely disruptive employee. But let’s not allow those rare cases to mask a far more common challenge: poor hiring, poor leadership, unclear communication, micromanagement, and misalignment between talent and roles.

Leadership is complex and often tough. But when done well, when the right people are placed in the right environment with the clarity, support, and autonomy to excel, the results speak for themselves.

If your organisation is genuinely committed to achieving people excellence—recognising that talent, culture, and leadership underpin success—we’re here and ready to support you on that journey.

Have you experienced dramatic transformations simply by placing an employee in a different context or under different leadership? I'd love to hear your experiences or perspectives in the comments.