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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building, and goalachieving. This

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<v Speaker 1>is the seven Minute Leadership Podcast with your host Paul

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<v Speaker 1>fella Aledo.

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<v Speaker 2>Hello everyone, and welcome to the seven Minute Leadership Podcast.

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<v Speaker 2>It's episode two nine, and today we're diving into a

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<v Speaker 2>fascinating study from two thousand and six by Will Phelps,

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<v Speaker 2>Terrence Mitchell, in Eliza Byington, commonly known as the Bad

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<v Speaker 2>Apple Study. This research study shined a spotlight on the

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<v Speaker 2>profound impact that a single negative team member can have

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<v Speaker 2>on an entire group. So if you've ever wondered how

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<v Speaker 2>one individual can influence team dynamics for better or worse,

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<v Speaker 2>this episode is for you. The Bad Apple Study explored

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<v Speaker 2>how disruptive team members affect group performance. Phelps and his

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<v Speaker 2>colleagues ran a series of experiments where groups were asked

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<v Speaker 2>to perform tasks such as solving puzzles and coming up

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<v Speaker 2>with creative solutions. What they found was startling. Just one

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<v Speaker 2>toxic individual in a group could drag down the entire

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<v Speaker 2>team's morale, creativity, and effectiveness. The researchers identified three main

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<v Speaker 2>types of disruptive team members. The jerk the person who

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<v Speaker 2>was overly rude, aggressive, or dismissive of others. Their negativity

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<v Speaker 2>often causes conflict in lowers morale. The slacker the individual

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<v Speaker 2>who exhibits laziness in a lack of commitment, forcing others

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<v Speaker 2>to pick up the slack in. The downer, the constantly

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<v Speaker 2>pessimistic or emotionally draining person who diminishes the group's energy

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<v Speaker 2>and enthusiasm. And what they found was three key things.

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<v Speaker 2>The ripple effect, the negative behavior of one team member

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<v Speaker 2>doesn't just affect direct interactions. It spreads like a virus,

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<v Speaker 2>influencing others to lower their own standards or disengage. It

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<v Speaker 2>also does reduced performance. Teams with a disruptive member performed

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<v Speaker 2>thirty to forty percent worse on tasks compared to groups

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<v Speaker 2>without one. And they also found that leadership matters. A

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<v Speaker 2>strong leader can mitigate some of the effects, but it

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<v Speaker 2>requires quick action and clear communication to prevent toxicity from

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<v Speaker 2>taking root. And we talk on this show all the

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<v Speaker 2>time about how as leaders were tasked with not just

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<v Speaker 2>achieving results, but also cultivating an environment where teams can

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<v Speaker 2>throw Ignoring or tolerating a bad apple can have serious

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<v Speaker 2>consequences for team dynamics, employee satisfaction in overall productivity. It's

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<v Speaker 2>not just about the one individual, it's about the ripple

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<v Speaker 2>effect they create. So here are some actionable steps leaders

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<v Speaker 2>can take to prevent bad apples in the ripple effect

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<v Speaker 2>in their teams. Number one, set clear expectations from day one.

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<v Speaker 2>Establish a code of conduct that emphasizes respect, collaboration, and accountability.

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<v Speaker 2>Number two monitor team dynamics. Pay attention to interactions and morale.

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<v Speaker 2>If you notice a shift, investigate the root cause. Number

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<v Speaker 2>three address problems early. Don't wait for a bad apple

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<v Speaker 2>to spoil the bunch. Have a candid conversation with the individual,

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<v Speaker 2>focusing on specific behaviors and their impact on the team.

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<v Speaker 2>Number four. Promote psychological safety. Encourage open communication where team

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<v Speaker 2>members feel safe sharing concerns without fear of retribution. In

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<v Speaker 2>number five, know when to cut ties. If coaching and

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<v Speaker 2>intervention fail, it might be necessary to let a toxic

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<v Speaker 2>individual go for the health of the team. So the

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<v Speaker 2>two thousand and six bad Apple study is a powerful

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<v Speaker 2>reminder that leadership isn't just about managing projects, it's about

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<v Speaker 2>managing people. By addressing toxic behaviors early, fostering a culture

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<v Speaker 2>of positivity and accountability, you can protect your team's cohesion

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<v Speaker 2>and performance. A great leader not only identifies potential issues,

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<v Speaker 2>but also creates an environment where all team members can

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<v Speaker 2>contribute their best. Remember, the cost of inaction is often

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<v Speaker 2>greater than the effort required to address the problem head on.

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<v Speaker 2>This has been the seven Minute Leadership Podcast, and I

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<v Speaker 2>thank you for listening.

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<v Speaker 1>For more, Paul Fell of Alito Podcasts, visit paulfellowalito dot com.