Directly confronting someone about a behavioral 'blocker' often causes defensiveness. A better method is to first demonstrate your own self-awareness and vulnerability. Then, ask for permission to share observations, which creates trust and makes them more receptive to exploring their behavior.

Building a culture where teams hold each other accountable isn't complex. It requires a leader to be a "dictator" in setting clear expectations—literally saying "I want you all to be accountable"—and then being willing to deliver the verdict on consequences when people fail to meet those standards. The problem is often leader avoidance, not team inability.

Most managers are conditioned to spot errors. A more powerful strategy, inspired by Ken Blanchard, is to actively "catch people doing the right thing" and praise it. This builds an emotional bank account, reinforces desired behaviors, and improves culture far more effectively than constant correction.

View poor performance or difficult behavior as a manifestation of 'feelings overpowering skills,' rather than a conscious bad choice. This transforms a leader's role from a disciplinarian to a coach focused on teaching the missing skills to manage the situation.

A common pitfall for new managers is seeking validation by being liked. A great leader's role is to provide constructive challenges and uncomfortable feedback, which fosters genuine growth and ultimately earns the team's gratitude and respect.

Instead of a manager directly confronting a high-performing but difficult employee, a more effective strategy is to empower the team's respected leaders to intervene. Coach Brian White notes that peer pressure is often the most powerful influencer for correcting behavior and ensuring cultural alignment.

When confronting a high-performing but abrasive employee, don't just criticize. Frame the conversation around their career. Offer a choice: remain a great individual contributor, or learn the interpersonal skills needed for a broader leadership role, with your help.

Leadership and influence aren't tied to performance metrics or official titles. The most respected people on a team are often those who, regardless of their output, consistently work hard, hold others accountable, and embody the culture. These informal leaders are critical for a healthy locker room.

Instead of trying to change a toxic superior, which is often futile, focus on leading your own team differently. Build such powerful connection, engagement, and results that your boss has no choice but to recognize the success of your approach, creating a powerful argument for culture change from the bottom up.