Have you heard of the concept of the “bad apple”? In a basket of apples, if one is spoiled, it can quickly have a contagious effect on the others, causing them to rot as well. This concept often shows up in organizations. Many consultants are hired to identify the so-called bad apple and recommend removing them before they negatively affect the rest of the team.

The question is: Should you get rid of a bad apple? Watch the video or continue reading.

In my case, it’s often the reverse. Companies don’t hire me to get rid of the bad apple—they hire me to fix them. Why? Because in many organizations, the so-called bad apple is actually someone who has been there for a long time. They are highly skilled at their job, often the best at what they do. Letting them go would not only be extremely costly due to severance packages but also detrimental to the business because of the expertise they hold. Organizations need them and want to keep them.

The challenge, however, is that this person’s behavior causes tension. Colleagues walk on eggshells around them. Some employees even choose to leave the organization rather than deal with the constant negativity or difficulty of working with this individual.

Here’s the truth: people are not miserable by nature. They don’t wake up in the morning thinking, “How can I make my coworker’s life miserable today?” If someone behaves that way, it’s usually because they are hurt. And as the saying goes: hurt people hurt people. Something may have happened in their professional or personal life that is influencing their behavior.

The first step to addressing this is empathy. Instead of labeling them as difficult, ask: “This person is clearly unhappy right now. I wonder what is going on in their life.” Simply approaching the situation with empathy can begin to shift the dynamic. From there, the next step is to help them find support. Maybe they don’t want to talk to you, but there is likely someone they can confide in.

There are also tools and questions that can help redirect their thinking. For example, when they begin a rant about how everything is terrible, you can gently ask: “What would you like instead? Is there something you would like to see change? What are the next steps? What do you think we can do about this? Is there a solution somewhere?”

Another powerful question is: “What is this really about?” Often, the immediate situation is not the real cause of their discontent. By digging deeper, you may uncover the true source of their frustration and begin to address it.

With the right support, strategies, and compassion, the “bad apple” can become more comfortable, release old baggage that no longer serves them, and reengage with the team in a healthier way.

This is the work I do with organizations. By helping them save the bad apple instead of discarding it, companies not only retain valuable talent but also improve the environment for everyone else. After all, fixing one struggling person can have a ripple effect of positivity across the entire team.

Hopefully, this perspective is helpful for you. And if there’s anything I can do to help your organization, just let me know.

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